Otsuka recruitment

Hongjing believes that an important principle of the Group's human resources informatization construction is "systematic planning and step-by-step implementation". Specifically, it is generally divided into the following three steps:

The first step is to build a framework and establish a database.

In the traditional human resource management, the system between group companies and subsidiaries is independent, and there are obvious faults between them, such as information islands. Using e-HR system, we can build a human resources information database accessible to both the group and its subsidiaries, and grant corresponding authority according to the organizational level of the unit to inquire and analyze the basic information of personnel in an all-round, deep-seated and multi-angle way, so that the group headquarters can more accurately grasp the human resources and the distribution and use of human capital of the whole group; Secondly, HR can be liberated from time-consuming and laborious work such as salary calculation and various reports, and the time and energy spent by human resources departments on transactional work can be reduced; At the same time, necessary interfaces and key links will be designed for system upgrading and adapting to new management requirements. For some customers whose personnel business is temporarily irregular or whose capital budget is limited, we can consider establishing a basic database first, which can not only solve the basic problems in the current human resource management of enterprises as soon as possible, but also lay a good foundation for future upgrading and expansion.

The second step is to use the functional system to improve the management and control level of the group's human resources.

The functional system of e-HR mainly includes recruitment system, training system, performance appraisal system and salary system.

For example, the e-HR performance appraisal system, which is in great demand now. In the traditional evaluation mode, complex evaluation methods will inevitably lead to difficulties in implementation and huge evaluation costs; If you choose a simple assessment method, it is difficult to achieve quantitative and multi-angle measurement and evaluation. Too low assessment frequency will bring myopia effect, and it is difficult to ensure the fairness and justice of assessment work. Using modern human resource management system, we can easily realize the balanced scorecard, 360-degree assessment and other assessment methods. In addition to scoring online and automatically calculating the results, the system can also intelligently compare and analyze the assessment results from multiple angles, and query personal performance online through the self-service platform. After using the performance management system, China Power Investment Group has realized the whole process of performance appraisal from the appraisal plan to the appraisal implementation, to the result analysis and to the appraisal feedback, which has really promoted the performance management of the group.

For group enterprises, the management scope of subsidiaries is relatively independent. The application of salary system can not only ensure the relative independence of subsidiaries, but also enable the group to fully grasp the salary data of subsidiaries, which is convenient for the unified analysis and processing of the overall salary of the group. At the same time, the unified wage payment function can also effectively control the payment of wages. According to its own salary management needs, Beijing Mobile made full use of the salary management function, and gradually realized the online approval of salary adjustment, and the accounting, statistics and payment of wages were also completed with one click. At the same time, employees can query and check their salary in time through the self-service platform.

At present, the competition for talents is increasingly fierce, and the recruitment system can effectively establish the talent pool of the group. After summarizing and reviewing the employment needs of various departments and subsidiaries of the group, recruitment information can be released internally and externally. At the same time, the system can set relevant screening conditions, automatically match the posts and automatically extract qualified candidates to help enterprises quickly obtain qualified talents. In May, 2007, the recruitment system we designed for COFCO was officially launched, which realized the integrated management of the recruitment business of China's largest grain, oil and food import and export group from headquarters to branches, greatly improving the work efficiency.

Using the training system, the group can plan an open training platform as a whole, integrate training resources and realize the sharing of training resources within the whole group; You can also manage all training links in a unified way, such as approving training plans, and then releasing training information so that all employees can sign up for training programs selectively. After the training, the trainees' training information is archived in the system, including attendance, test scores, training implementation costs, etc. At the same time, the human resources department can organize students to evaluate the training courses and teachers on the self-help platform. The evaluation includes selective and open questions, which not only evaluates the effect, but also accumulates experience for future training. In addition, the original traditional classroom training mode has also changed, which can meet the training needs of different groups at any time, anywhere and in a differentiated way. For example, Tianjin Otsuka Pharmaceutical Group successfully realized the informationization of training management by using the HRP system of Hongjing Century, which greatly improved the efficiency and level of training management.

Generally speaking, the e-commerce of human resources is not only the electronic realization of the traditional human resources management mode of enterprises, but also the integration of resources outside the original working mode, management mode and workflow of enterprises through the system. Furthermore, the Group's electronic business process platform is established through e-HR, which exposes the unreasonable links in the previous business process, re-optimizes it and fully integrates it with the strategic process of the enterprise.

The third step is to provide decision support for the group.

When e-HR is applied to group enterprises as a new concept and mode of human resource management, it can not only provide feasible solutions for group enterprises to implement comprehensive human resource management, but also help the group to make various scientific decisions through statistical analysis of various human resource data.

For group enterprises, how to ensure a reasonable personnel structure, how to test the scientificity and rationality of the salary system, and how to effectively control the labor cost of the whole group. These problems, which have been puzzling the human resource managers of the group, can be realized through the decision analysis function of the human resource information platform. Statistical analysis of personnel information, personnel structure, total wages, salary structure, etc. From all directions and angles. By comparing labor costs and analyzing the composition of various personnel and salaries under different conditions and data combinations, we can analyze the problems existing in the current human resource distribution and salary system, and provide a basis for establishing a scientific and reasonable human resource management system and leading decisions.

From basic database to business application to decision analysis, it is in this step-by-step application that e-HR can fully present its value from the most basic improvement of enterprise work efficiency to the strategic level and overall improvement of enterprise core competitiveness. Different group management and control modes determine different e-HR development paths and strategies, and also determine different e-HR investment-income modes. Therefore, group enterprises should choose e-HR system according to their own actual situation, and avoid blindly "following the trend".