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How to solve the problem of lagging human resource management after enterprise development?

Diagnostic Analysis of Human Resource Management in -F Company

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The rapid development of business is the dream of every company leader. However, leaders often focus on profit growth and business development, and relatively ignore the corresponding human resource management. It is this kind of neglect that makes enterprises plant the seeds of hidden dangers in the development process.

Due to opportunities or optimistic industry trends, some enterprises can develop at a high speed, but the development of human resource management has not developed at a high speed and is still stagnant. We can imagine a plane rushing into the blue sky with strong wind and power, ready to spread its wings and soar, only to find that the engine horsepower is insufficient! What will happen? The scenery can only be a flash in the pan, but its decline is inevitable.

With the rapid expansion of business, there is a gap in human resource management.

In an enterprise consulting forum, I chatted with Mr. Wang, the vice president of F Company. When talking about the development of the company and the matching of human resources, Mr. Wang expressed his distress. Encouraged by the rapid development of F company, he also obviously felt the pressure brought by the lagging human resource management.

Company F is a well-known cultural communication company owned by the whole people in China. The company has hundreds of employees, whose main business is magazine publishing and distribution. In addition to the mother magazine, there are three sub-magazines. In terms of industrial investment, it has supporting industries such as education colleges (joint ventures) and real estate companies (joint-stock enterprises). In 2003, the company's net profit reached more than 20 million yuan.

Founded in 1980s, F Company has been focusing on publishing a single magazine. Due to the accurate positioning of readers, the circulation of magazines began to increase substantially in the early 1990s, and 1999 jumped to the forefront of the national comprehensive magazine rankings, with considerable profits. Due to the rapid development of the company and fierce competition in the market situation, the company leaders decided to break the previous closed-door situation, expand the business scope, set up three new magazines in succession, and increase industrial investment. At the same time, recruiting new people to join us not only makes up for the talent gap in business development, but also reserves outstanding talents for the company's future development.

Because many new businesses start in a hurry. All the important positions of the new magazine are held by old employees, but the style and content of the new magazine are very different from those of the parent magazine. The editing skills and psychological preparation of these old employees have not fully adapted to the operation of the new magazine. In addition, a large number of new employees (accounting for almost half of the total number of employees) have not adapted to the original operating mode of the company, and there is a certain gap in their understanding of the company's corporate culture, so there is a big problem in the allocation of human resources. The accumulation of many problems has caused problems in the market positioning, channel sales, advertising and other aspects of the three new periodicals, which eventually led to the hasty publication of the new periodicals, which was not recognized by the market, and the investment of millions in the early stage was almost useless. In 2003, the overall profit of Company F dropped sharply year-on-year.

Cause analysis of problems in F company

(1) recruitment system

The quality of the recruitment system directly affects the enterprise's reserve of future talents and is an important part of the company's sustainable development. Many companies have established a complete evaluation and screening system as the basis for recruiting new employees. However, as a public institution, Company F still has problems left over by state-owned enterprises in many aspects, and its recruitment system has obvious defects. Although the company has a personnel department, the role of this department is limited to the data storage records of employees, and it does not play a role in screening and selecting new employees. Except for a small number of channels, employees are hired by ability, and a large part of them rely on various relationships, which leads to uneven cultural quality and professional level among employees, which not only has a certain impact on daily business development, but also affects overall morale. The nature of the company and the long-standing corporate culture determine that the company will not dismiss employees casually, even if he or she is a less qualified employee. The company's labor cost is increasing day by day.

(2) Corporate culture

Corporate culture is the foundation of a company's core competitiveness. Corporate culture can be divided into three levels: product culture, system culture and value culture. Before the business expansion, F Company has been used to operating according to the established production mode, and its corporate culture and corporate values have remained unchanged for more than ten years. Old employees are used to enjoying good welfare benefits, preferring to stick to the rules and oppose innovation and change, fearing that their original benefits will be affected. Conservatives are extremely powerful.

The rapid expansion of business scope and the addition of new employees have obviously had a huge impact on the original corporate culture. The arrival of new employees has brought new production knowledge and new operation mode, and at the same time, their recognition of corporate vision's goals is also different, resulting in the confrontation between old and new cultures. In an internal criticism and self-criticism, the intensity of the struggle between the two sides was unexpected.

In the choice of reform and conservatism, company leaders have always been cautious, but in the end the obvious will is to stand in the interests of old employees. The proposal of new employees to change their plans and update their production methods has been shelved, and the business operation mode and institutional culture have remained unchanged, which has dealt a great blow to the enthusiasm of new employees. In mid-2003, many new employees resigned and left.

(3) knowledge structure

Professor Zhang, vice president of Peking University Institute of Economics and Management, once said: "One of the competitive advantages of enterprises in the future is that the knowledge structure of employees within the company has complementary advantages." This sentence points out that the competition of enterprises in the future is diversified, and the development of any industry needs talents with various knowledge structures. If the knowledge structure of internal talents can complement each other, it will build a powerful communication platform for the company, and all kinds of development problems, competition problems and product research and development problems can be well solved on this platform without the help of external forces. The most obvious enterprise with complementary knowledge structure is McKinsey & Company, which can become the most famous strategic consulting company in the world, providing management consulting for companies in various industries, relying on outstanding talents with various knowledge structures within McKinsey.

The single knowledge structure of employees is the bottleneck of F company's development. Most of the employees are liberal arts graduates, not only lacking advertising professionals, but also lacking marketing talents in magazine distribution. More importantly, no one in the whole company, including senior leaders, has studied comprehensive knowledge of enterprise management theory, and the management of the company is still at the stage of judging according to personal wishes and preferences, and there are still great problems in formulating the company's future development strategy. The constraint of knowledge structure leads to the uncertainty of the leadership on the development of periodical market. Due to the lack of understanding of the market, the newly established periodicals closed down one after another after investing a lot of manpower and material resources, which not only affected the reputation of the company, but also dampened the enthusiasm of employees for innovation.

(4) Incentive mechanism

The core problem of human resources is incentive mechanism, and a sound and effective incentive mechanism plays a very important role in attracting outstanding talents to join and retain core employees.

As a public institution, the particularity of the system determines that its incentive mechanism is restrictive. The company has always enjoyed a good reputation in the industry with good salary and welfare benefits, which is also one of the effective magic weapons for the company's extremely low brain drain rate over the years. However, with the change of the situation, the treatment of employees of similar competitors has also been greatly improved, while F company has remained unchanged for many years, and its salary and welfare advantages have obviously weakened. In addition, the marginal benefit of salary has been decreasing, and this incentive mechanism has been seriously challenged.

Later, among a group of high-quality talents, their values were obviously different from those of the original employees of the company, and their expectations for the company were also different. Good pay is one of the attractive factors of the company, but it will never be the only factor. As high-quality talents, they are eager to have the opportunity to accept challenges in their work, to realize their self-worth through innovation and to receive vocational retraining. Unfortunately, company F is just the weakness of these aspects. At present, the company leaders are all veterans of F company's entrepreneurship. They operate with 20 years' experience in starting a business and are not allowed to change the company's production process and company system. On the one hand, they are worried that their control over power will be weakened after the transition, on the other hand, they are worried that they will no longer be familiar with the operation of enterprises after the transition. Under the control of this concept, the company's various mechanisms, including incentives, have been like this for many years. The leadership is convinced that high wages will retain talents with many years of experience, so the company will not use other means as incentives to attract talents.

Because of this, these high-quality talents later either chose to leave or simply joined the direct competitors of F company. Their departure not only has a great impact on the business development of Company F, but more fatally, they have brought the business processes and many operation methods of Company F to their rival companies, which is a heavy blow to the development of Company F. ..