Urgent for graduation thesis of human resource management major, all kinds of scores add up.

How to carry out enterprise human resource planning

Among the functions of human resource management, human resource planning has the most strategic and positive adaptability. The formulation of organizational development strategies, objectives, tasks and plans is closely related to the formulation of human resources strategies and plans. Human resource planning stipulates the purpose, requirements and principles of recruiting and selecting talents; The training and development of personnel and the surplus and shortage of personnel must be implemented and adjusted according to human resource planning; The salary and benefits of employees are also implemented in accordance with the policies stipulated in the human resources planning. In the human resource management activities of enterprises, human resource planning is not only groundbreaking and strategic, but also can constantly adjust the policies and measures of human resource management in the process of implementing enterprise objectives and planning to guide human resource management activities. Therefore, human resource planning is in the overall planning stage of the whole human resource management activity, which sets the goals, principles and methods for the next whole human resource management activity. The reliability of human resource planning is directly related to the overall success or failure of human resource management. Therefore, it is very important and meaningful for the human resource management department of an enterprise to do a good job in human resource planning.

For an enterprise, the essence of human resource planning is to achieve the enterprise's goals by determining the human resources of the enterprise according to the enterprise's management policy.

Basic information of Xianglong Group: the assets of the group company are 600 million yuan, and the annual sales income is 654.38+0.2 billion yuan. The subordinate enterprises of the group include Shi Kefeng Chemical Company, Supply and Marketing Industry Corporation, Iron and Steel Co., Ltd., Storage and Transportation Co., Ltd., Feixian Chemical Co., Ltd., Finance and Trade Technical Secondary School, Baili Hotel and Tongli Plastic Weaving Company, and there are 12 operating branches, 4 agricultural materials supply stations and Puri Agrochemical Service Center in the industries of iron and steel, petroleum, automobile, agricultural machinery, grain and oil, sugar production, etc. It is a diversified modern enterprise group with chemical industry as the leading industry and chemical industry chain as the core enterprise. There are 3000 employees, including intermediate professional technicians 10% and senior professional technicians 5%.

First, the strategic planning of human resources

Strategic planning is mainly based on the internal business direction and objectives of the enterprise, as well as the influence of external social and legal environment on human resources. But at the same time, we should also pay attention to the unity of stability and flexibility in strategic planning.

Human resources should aim at the vitality and sustainable growth of enterprises and maintain the eternal development potential of enterprises. We should devote ourselves to labor-capital coordination, talent training and successor training. In reality, the temporary prosperity of enterprises does not represent the long-term development of enterprises. Therefore, it requires enterprise leaders and human resources managers to have long-term goals and broad minds, proceed from the overall situation of long-term development of enterprises, coordinate labor relations, and do a good job in talent re-engineering and training successors.

hr forecast

According to the strategic planning of the group company and the analysis of the internal and external environment of the enterprise, the strategic planning of human resources is formulated. In order to meet the needs of enterprise development and avoid the blindness of making human resources tactical plans, it is necessary to predict the talents needed by the group. It is estimated that the number of talents increased in 2007 is as follows:

Talents needed for business development: 20% of existing employees;

Supplementary talents required for existing talents to resign and retire: existing employees 10%.

Talents needed for technological innovation and business expansion: 30% of existing employees.

Corporate culture integration

The core of corporate culture is to cultivate corporate values and innovative and pragmatic corporate culture. In the human resource planning of enterprises, we must pay full attention to the integration and infiltration of corporate culture, ensure the characteristics of enterprise management, realize business strategy and restrain organizational behavior. Only in this way can the human resources of enterprises have continuity and their own human resources characteristics. Some large foreign companies attach great importance to the combination of human resources strategic planning and corporate culture. Panasonic's corporate culture concept of "not only producing products, but also producing people" is that corporate culture is in the human resource strategy.

Human resource strategy

Strategy: not for all, for use; External introduction and internal education, coordinated development; Implement part-time job rotation system and assistant system, and establish talent echelon. Because Xianglong is in the development stage of "second venture", some high-level management talents and technical talents needed by enterprises can be cultivated partly by introducing foreigners, so that internal and external talents can be integrated with each other. Rotation can strengthen the integration of corporate culture, enable managers at all levels to learn empathy, establish the overall view of managers, and enhance internal cohesion; The teaching assistant system not only cultivates talents, but also reduces the unexpected brain drain.

Talent view: emphasizing academic qualifications, not just ability; Pay attention to talent, not only to character, but also to qualifications, not only to contribution.

Second, the tactical plan of enterprise human resources:

Tactical plan is a concrete plan based on the forecast of external human resources supply and demand faced by enterprises in the future and the forecast of human resources demand for enterprise development, including recruitment, dismissal, promotion, training, salary and welfare policies and organizational changes.

In human resource management, with the strategic planning of enterprise human resources, it is necessary to formulate the tactical planning of enterprise human resources, which generally includes four parts:

1, recruitment plan

In view of the talents needed by human resources, it is generally a year to make a recruitment plan for this talent. Its contents include: calculating the talents needed in each year and calculating the number of people who can be promoted and deployed internally; Determine the number of talents that must be recruited from abroad every year; Determine the recruitment method; Looking for recruitment sources. How to arrange work for hired talents to prevent brain drain? For example:

Xianglong Group's Staff Recruitment Plan for 2004-2006

In 2004, 2005 and 2006.

Inside, outside, inside, outside, outside.

Chemical industry 20 40 60

Accounting1010101010.

Marketing 30 40 40 60 40 100

Electrician 10 30 60

Electromechanical 10 30 80

Maintenance workers 20 30 60

Fireman 5 5 5

Manager 20 10 30 15 50 25

Senior managers of subordinate enterprises 5 2 12 5 20 8

Before group 2 1 3 1 3 1

External recruitment method:

Ordinary employees: group vocational schools and social recruitment;

Professional and technical personnel: group vocational schools, social recruitment, universities, competitors;

Senior executives of subordinate enterprises and groups: advertising recruitment and headhunting.

2. Talent training plan

Talent training plan is an important part of manpower plan. According to the company's business needs, strategic objectives and training capabilities, the following training plans are determined:

New talent training plan: go to the group vocational school for pre-job training;

Professional training plan: training in the group vocational school, focusing on corporate culture and rules and regulations;

Training plan for department heads: group vocational school training, focusing on corporate culture and rules and regulations;

General personnel training plan: go to the group vocational school for skills or comprehensive training as needed;

Talent selection and further education plan: select 5% professionals or management talents to study in vocational colleges or universities of the Group every year.

On-the-job training methods are:

Planning and promotion;

Job rotation;

Act as an "assistant";

Temporary promotion-"acting" supervisor (the supervisor is on business trip, sick or on vacation);

Participate in committees;

Counseling-accept the explanation and demonstration of the tutor, and carry out the task step by step under the guidance, and make corrections when necessary until there is no need to correct it;

Hold lectures to cultivate students' skills and good habits.

3. Evaluation plan;

Generally speaking, due to the different division of labor within enterprises, the assessment methods for talents are also different. Under the market economy, general enterprises should take the contribution made by employees as the basis for assessment. This is the performance appraisal method. The performance appraisal scheme should formulate the advantages and disadvantages of employees in their work from two aspects: the quantity and quality of employees' work results. For example, the assessment system of marketing personnel is different from that of corporate financial personnel, so when making assessment plans, we should make corresponding assessment plans for human resource performance and sales according to the different nature of work.

Our performance measurement method is:

Product analysis-quantity and quality of products produced

Economic analysis method-from the economic point of view

Time analysis-take working hours as the analysis object, such as attendance.

Story analysis-safety or accident rate

After the performance appraisal plan is formulated, we should formulate relevant assessment methods accordingly. We adopt the following assessment methods:

Direct superior evaluation:

Peer review:

Self-evaluation:

Evaluation of direct reports:

External evaluation:

Team assessment:

Customer evaluation:

4. Salary plan

Incentive is the expression of corporate culture, and its function is to fully reflect the values and spirit of corporate culture. In the incentive plan, we should pay attention to the unity of material incentive plan and spiritual incentive plan. In the spiritual incentive plan, we should mainly establish a systematic salary system. On this basis, seriously consider the causes of problems in work performance and production performance, and then improve the part of the incentive plan that can not play an incentive role. The salary of our group includes the following eight parts:

1, Work and Performance Compensation

2. Non-working time remuneration

3. Lose the ability to continue working income.

4. Labor unemployment income continues.

5. Retirement continuation income plan

6. Family income continuation plan

7, health, accident and ability protection

8. Income balance payment

Salary includes: basic salary, additional salary, result salary (short-term), short-term performance reward, professional achievement salary, skill salary and education incentive salary.

Third, the problems that should be paid attention to when planning human resources

1. Human resource planning is not just a matter for the human resources department of an enterprise. All managers, from the general manager to every supervisor and even employees, should bear corresponding responsibilities. The most important thing of human resource planning is the attention, hands-on and even personal promotion of senior leaders of enterprises. The actual operation is initially planned by the heads of various departments, then summarized by the human resources department. With reference to the company's development strategy and objectives, personnel productivity assessment and personnel salary budget, it is reported after reaching an understanding with various departments.

2. Human resource planning should pay attention to the integration of corporate culture. The core of corporate culture is to cultivate corporate values and innovative and pragmatic corporate culture. In the human resource planning of enterprises, we must pay full attention to the integration and infiltration of corporate culture, ensure the characteristics of enterprise management, realize the business strategy of enterprises and constrain organizational behavior. Only in this way can the human resources of enterprises be sustainable and have the characteristics of human resources that are in line with their own enterprises. Some large foreign companies attach great importance to the combination of human resources strategic planning and corporate culture. Panasonic's corporate culture concept of "not only producing products, but also producing people" is the embodiment of corporate culture in human resources strategy. Boeing's situational test is also very enlightening: a worker had a conflict with a manager, and the manager asked the worker to cut off the corners of the material as planned, but the worker disagreed with the manager. The manager told the worker to leave the company or not, and then began the exam, asking, "What would you do if you were this worker?" "Resignation" and "complaining" are not correct answers, indicating that the interviewee is not suitable for Boeing's corporate culture of "teamwork". The correct answer is "do it, but talk to the administrator or someone with a higher position afterwards."

3. Human resource planning should enable enterprises and employees to obtain long-term benefits. Human resource planning is not only the planning of enterprises, but also the planning of employees. The development of enterprises and employees is interdependent and mutually reinforcing. If we only consider the development needs of enterprises and ignore the development of employees, it will not be conducive to the realization of enterprise development goals. Excellent human resource planning must be a plan that can enable enterprises and employees to obtain long-term benefits, and must be a plan that can enable enterprises and employees to develop together.

The new century will be an era of global integration, high integration and high competition. Competition is mainly aimed at the competition of science and technology and talents. In the future, whoever can have all kinds of highly competitive talents will have the advantage and initiative in international competition! ?

First, the impact of human resources on enterprise prospects

The human resource strategy is formulated according to the long-term vision of the enterprise and is a part of the enterprise's business strategy, which mainly contributes to the business strategy by promoting the long-term sustainable development of the enterprise. The vision is to answer: what kind of enterprise will it be and what kind of enterprise do you want to be? Enterprise strategy is a strategy to realize the vision, and human resource strategy is an important part of it. What core values do enterprises need to advocate to realize their vision? What kind of thinking should be adopted to carry out human resources work? How to do human resource planning? ?

For example, the vision of a management consulting company is to become the best service organization to provide consulting solutions to enterprises in China. Because of the knowledge characteristics of long-term goals, its human resources planning can be to select professionals with rich experience and consulting quality at the initial stage. With the growth of the company and the improvement of professional technology, the company will train new college graduates to expand the team as soon as possible. Take "trust, teamwork, wisdom and innovation" as the core values to stimulate employees' sense of value identity. First-class enterprises can attract and condense excellent employees, and the sense of identity is one of the key factors. ?

Second, how to integrate the human resources system with other systems.

Organizational construction includes "hard" organizational structure planning and design and "soft" human resources team building. Business strategy and human resource strategy determine organizational construction and realize it through organization. Cultural construction first establishes core values, and then systematically permeates the organization and consciously integrates into management systems, systems and procedures. System construction not only needs a scientific and standardized operating system, but also emphasizes the matching and connection between systems, which is reflected in two aspects:?

1. Human resource operation system is the refinement of strategy from macro to micro operation level, during which it must go through a more basic and universal technical analysis process, which we call "human resource platform". The human resource platform is to sort out and clarify the relationship among work, people and positions through analysis and evaluation, and provide technical support for various operating systems. Recruitment, performance management, training development, salary and welfare, personnel management and other subsystems are all built on this platform. ?

2. The operating system is coherent. For example, talent retention is not only a matter of salary and development opportunities, but should be considered when recruiting employees. Interview evaluation criteria should pay attention to whether the values of the candidates conform to the core values of the company and whether the development expectations of the candidates can be provided by the company. If it doesn't match, even if it is recruited, it will be difficult to keep it for a long time. Only by comprehensively and systematically formulating each operation method can its effectiveness be guaranteed. ?

Third, we should use the concept of big human resources to guide the human resource management of enterprises?

According to the enterprise's vision and business strategy, comprehensively plan the enterprise's human resource management, including determining the core values that support the long-term development of the enterprise, analyzing the key success factors of the enterprise, and defining the core business processes. On this basis, design a personalized organizational structure suitable for the development of this enterprise, rather than imitating other enterprises. At the same time, further explaining the core values and clarifying the connotation and extension of organizational culture are the guiding concepts and principles of the overall human resource management of enterprises. ?

From strategy, organization, culture to specific human resource operation system, we must also go through a general technical analysis process, which we call "human resource management platform". Its main content is the analysis of the relationship among position, work and people, including the value of position to the company (the purpose of existence), how to measure it (the decomposition of key performance indicators) and the quality requirements for the incumbent. The platform materializes organizational structure and corporate culture, and is the basis for establishing human resources operation systems such as recruitment, training, assessment and salary. The platform is relatively stable, and each operating system can be adjusted in time according to organizational changes. ?

Specific operating system (policies, systems, procedures, methods, etc. ) such as recruitment, training and development, performance management, salary, etc. , is the concrete way and means to realize enterprise human resources strategy, including the functional operating system established to emphasize specialization and the cross-functional functional functional system established for enterprise leaders and managers. The human resources department makes the functional system as "technical resources" and provides all managers with "technical" application training and consulting help to promote the effective use of the functional system by managers, aiming at forming a dynamic and effective human resources mechanism throughout the company. Operating systems are built on the same platform, so they are not independent of each other, but closely related. The human resource operation system must fully reflect and integrate the requirements of strategy, organization and culture. Each company's strategy, organization and culture are unique, so the human resource operation system should also be personalized and practical.