Human resource management function

Functions of human resource management

Nowadays, the problem of human resource management is huge and expanding. Human resource management is facing great challenges, from the ever-changing labor force to coping with many new laws and regulations.

Human resource managers should take human resource management as a system to carry out their work. The functions of human resource management are as follows:

The functions of human resource management are not isolated and irrelevant, they are closely related. Human resource managers at all levels must be aware that decisions made in one aspect will affect other aspects. Therefore, human resource managers should look at these functions systematically and comprehensively, and handle the work related to them well, although it may be inconsistent in actual expression.

With the increasing complexity of enterprise development, the function of human resource management has become more complicated and important. The basic goal of human resource management remains unchanged, but the methods to achieve the goal of human resource management are constantly changing.

The task of human resources development

The task of human resource management is to select, educate, use and retain talents. Not necessarily the most suitable, the most suitable is. Let the right person do the right thing, and choose the right person to do the right thing. The responsibility of personnel management is to stimulate the enthusiasm and creativity of all kinds of personnel through a series of management activities such as recruitment, deployment, training, assessment, rewards and punishments, salary and benefits, so as to make people adapt to things and achieve the purpose of doing things with people, getting along with people, making people do their best and getting things done.

select talented people

Talent selection is very important. Human resource managers themselves must first understand the mission of the organization, know what to achieve and do, and then know what kind of people to look for. Otherwise, you can't find a candidate, and even if you do, you don't know how to use it. Sometimes lucky people come to us, but they are dismissed because of the ignorance of the human resources manager.

What the knower knows can be known, and the wise know it. Potential is invisible, and it depends on mining. The most valuable thing about human resources development is that you know the potential that he doesn't even know about himself, but you dig it out and use it.

The essence of talent selection is to dig talents. It is difficult to find talents. The introduction of talents can bring fresh blood and vitality, but there is often a problem of "acclimatization". Digging talents means digging your own potential first, then digging internal talents, and finally digging others'.

The most important thing to tap talents is to do a good job in internal management of the organization. Management is on track, everyone knows what to do and how to do it, and they do it voluntarily. The boss knows others very well. If someone is happy, the talent will naturally be poached. So management is on track to find talents. Managers grow up by themselves and improve their own organizations first, which is the fastest and most effective way to find talents.

train men for profession

Education is a main line of human resources development. Only excellent talents can produce high-quality products. The most effective "education" is to establish a learning organization, which is a new trend of global management. A common and important criterion to judge whether a manager is competent is whether his subordinates are accompanying their career growth. An important role of managers is gardener, teacher and coach. What they have to do is to educate people. Work is a teaching material, and managers should consciously turn work tasks into teaching materials. In the process of completing the task, we should pay attention to the cultivation and growth of people.

Learning is the source of life. The truly successful organization in the future is an organization that can make people at all levels consciously and voluntarily devote themselves to their work, and consciously and voluntarily continue to learn and learn for life in the development of human resources.

The following are the "five disciplines" strongly advocated by modern enterprise management in human resource development:

The first discipline is self-transcendence. This is the spiritual foundation of a learning organization. Turning the mirror to yourself, studying yourself and improving yourself is the beginning of self-cultivation.

The second training is to improve the mental model. Learn to know yourself, others and things with a positive attitude, and take positive actions to solve problems.

The third principle is to establish the same goal. Without an organization with the same goals, values and mission that everyone sincerely agrees with, it will be difficult to achieve great things. With the common goal that we sincerely hope to achieve, we study hard, take active actions and pursue Excellence step by step.

The fourth principle is team learning. Team learning should start with frank and in-depth communication and dismantle the self-defense wall. Let's speak our minds face to face, cherish different opinions, be happy when we hear them, and win in interaction.

The fifth discipline is systematic thinking. The organization itself is a very complex system. Small moves are often closely related and interrelated. As a member of an organization, it is not easy to see the whole. Learn to "keep your distance" from your department and stand higher in order to see further. Learn to think systematically in order to see the overall situation clearly, have the overall situation in mind and achieve great things;

Use talents

An important feature of human resources is that rational utilization is the most effective development. As long as we find the combination of "people" and "things", the more we use it, the better the effect will be. The essence of using talents is to find something valuable and let subordinates do it boldly. Talent is tempered. As long as the development trend is good, 60% should be used boldly.

The development of human resources mainly depends on the continuous improvement of personnel management system. Competition can naturally generate potential. In the tempering of decentralization, the survival of the fittest, we should cultivate new people, give capable people an opportunity to show their strength, let those with poor strength go down as soon as possible, and talents continue to emerge.

We should use people who are obedient, or people who are capable, decisive and dare to tell the truth. This is the touchstone to test whether a manager is competent. Only those who listen and those who don't listen to themselves are fired, and the final result is bound to be centralized.

You can only do your own thing, not Qi Xin's concerted efforts and brainstorming. Once a mistake is made, it is likely to be "completely annihilated." Most successful managers dare to make good use of people who are better than themselves. Whether this can be done depends on the manager's vision, mind and reason. If you can boldly hire people who are better than yourself, those who are enabled will get opportunities and exercise. "A scholar dies for a confidant". With trust and opportunity, there will be efforts and continuous pursuit of Excellence, and the result is a gratifying win-win situation.

Liu Cai

The root of retaining talents lies in retaining "heart". You don't have to keep talents in your own company to keep talents. Perfecting and supporting subordinates to develop in more suitable places will naturally keep his "heart", which is a long-term investment of talents for the company. Walk happily and stay safe, knowing that the boss is always good, more secure and more loyal to his subordinates. If the resigned talents care about and contact him as always, he will also have a "feedback effect" on the company.

If a talented person asks to leave the company, the manager should understand that he left because he can meet his needs elsewhere. If the company really wants to keep this person, it should focus on what his needs are, whether they can be met, and why not. If he is a valuable person to the company, the company should try its best to keep him. Many things are negotiable. The sudden departure of outstanding talents from the company shows that there is something wrong with the management of the company. We should reflect, check and correct it instead of complaining about his ingratitude.

Main functions of human resources department

The most important function of human resources department is to establish a reasonable division of labor and cooperation organization, and arrange the appropriate manpower to the corresponding posts. The functions of the Human Resources Department include the following:

Organization and personnel regulations

(1) Drafting organizational rules and policies.

(2) Plan of organizational rules.

(3) Formulation, revision and amendment of organizational rules.

(4) formulate personnel system, rules and regulations and policies.

(5) the plan of personnel system and rules.

(6) Management of personnel systems and rules.

(7) Explain and apply personnel systems and rules.

(8) Research and analysis of personnel system and rules.

(nine) the establishment and abolition of personnel rules and regulations.

(10) Formulation of principles and methods for division of responsibilities of each unit.

(1 1) Draft plan for division of responsibilities of each unit.

Analysis and research of (12) plan.

(13) Revision, modification and implementation of the division of responsibilities.

manpower management/scheduling

(1) Principles for formulating new, on-the-job, temporary and part-time human resources management methods.

(2) Draft plan of human resource management measures for new employees.

(3) Draft the plan of human resource management measures for temporary and part-time personnel.

(4) Methods and plans for human resources management of on-the-job personnel.

(5) Analysis and research of human resource management methods.

(6) Modification, revision and implementation of human resource management measures.

(7) Interpretation and application of human resource management measures.

(8) Establishment and abolition of human resource management measures.

(9) Excavate the problem of uncoordinated human resources.

(10) Measures to solve human resources problems.

(1 1) Coordination of human resources issues.

document management

(1) human resource management data collection.

(2) Investigation, analysis and research of human resource data.

(3) Checking and expediting human resources data and statements.

(4) Compilation, submission and storage of human resource data.

(5) Preparation, submission and preservation of human resources reports.

(6) Sign and submit the service and job description.

(7) Release service and job description.

(8) the number of instructions and the storage of copies.

(9) Providing the distribution of human resources information and instructions outside the unit.

(10) Investigation, analysis, research and recording of abnormal events.

(1 1) Compilation and management of human resources statistics.

Appointment, removal and transfer

(1) new employee recruitment:

1. cadres;

② Ordinary employees.

(2) Handling of new employee recruitment procedures.

(3) Employment and distribution of temporary personnel.

(4) Part-time employees sign contracts.

(5) Temporary and part-time personnel should be relocated and signed.

(6) Placement plan for on-the-job personnel.

(7) Transfer of on-the-job personnel:

1. cadres;

② Ordinary employees.

(8) Relocation:

(1) Registration of personnel appointment, removal and transfer;

(2) Notice of appointment and removal of personnel.

(9) Check the relocated personnel.

(10) Suspension, reinstatement and leave without pay:

1. cadres;

② Ordinary employees.

(1 1) Dismissed and dismissed personnel:

1. cadres;

② Ordinary employees.

Salary management

(1) Basic principles for drafting wage standards.

(2) Interpretation and application of remuneration terms.

(3) Formulate measures for the management of hourly, Japanese, monthly and annual salaries.

(4) Analysis and improvement of salary management methods.

(5) Matters to be handled by signing and transferring the salary increase and promotion of monthly salary and daily salary personnel:

1. cadres;

② Ordinary employees.

(6) Signing a contract for salary reduction.

attendance management

(1) personnel travel and attendance event registration.

(2) Information compilation of vacation and attendance personnel.

(3) Dynamic personnel management.

(4) Handover and submission procedures:

1. cadres;

② Ordinary employees.

(5) Various anniversaries, legal holidays and office hours:

(a) holidays and time;

② Change.

Medical care management

(1) Drafting the basic work of health care management.

(2) Implement regular physical examination.

(3) Set up the diagnosis and treatment unit and operation room.

(4) Investigation, analysis and statistical report on employees' health status.

(5) Special hospitals:

(a) the establishment plan of the specialized hospital;

(2) liaison work of specialized hospitals.

Labor management

(1) Labor service signing matters:

1 sign;

(2) Contact information shall be used for the interpretation of the agreement.

(2) Negotiate with trade unions:

(1) negotiation principles and policies;

(2) public relations.

(3) Labor insurance:

① Interpretation and application of insurance procedures and welfare matters;

(2) Signing and alteration of insurance matters;

(3) Liaison on group insurance relations.

(4) Labor safety management:

(1) formulation of basic policies;

(2) Formulation of management measures;

③ Analysis, research and improvement of methods.

(5) The basic policy of labor service policy.

(6) Staff recruitment and living arrangements.

Reward and punishment performance appraisal

(1) Formulate basic policies for performance appraisal.

(2) Performance appraisal plan:

① Performance appraisal category;

(2) Content items of performance appraisal;

(3) the way of performance appraisal;

(4) the provisions of the performance appraisal period;

⑤ Statistical analysis of performance appraisal;

⑥ Analysis, research and improvement of performance appraisal methods.

(3) Check and sign the performance appraisal results:

1. cadres;

② Ordinary employees.

(4) reward and punishment system:

(1) formulation of basic policies;

(2) System planning;

③ Systematic analysis, research and improvement;

(4) the implementation of the reward and punishment system.

(5) Commendation signature:

① General service work and spiritual commendation;

(2) Attendance recognition (annual);

(3) recognition of special contributions and special matters.

(6) Disciplinary signature:

1. cadres;

② Ordinary employees.

(7) Statistical analysis of reward and punishment registration.

(8) Review of reward and punishment information and related measures.

pre-job training

(1) Educational policy of giving internships and lectures to employees before employment.

(2) Pre-job training preparation.

(3) Preparation for general technical work:

1. cadres;

② Ordinary employees.

(4) Prepare professional knowledge and technical training for on-the-job personnel.

(5) On-the-job personnel interest training preparation.

(6) On-the-job staff general administrative work preparation:

(1) Management Administration:

(2) Administrative affairs;

③ Financial management.

(7) On-the-job personnel specialize in administrative training.

(8) Training performance summary analysis report.

Engage in advanced research

(1) Formulation of policies on assisting employees to further their studies.

(2) to assist in making continuing education plans.

(3) Auxiliary preparation for further study:

(1) Go to junior high school for further study;

(2) go to high school for further study;

(3) Studying in an institution of higher learning;

4 study abroad.

(4) Prepare for the participants of special training courses:

① Short-term training (within 7 days);

② Mid-term training (7 days to 1 month);

③ Long-term training.

(5) Participate in the organization of the exhibition:

(1) groups (10 or more);

② Groups (less than 10 people);

3 personality.

check

(1) On the formulation of the "Guidelines for the Entrance Examination for Recruits".

(2) Drafting the work plan for the entrance examination.

(3) Preparation for the entrance examination:

1. cadres;

② Ordinary employees.

(4) Formulation of on-the-job promotion examination policy.

(five) to draw up the promotion examination plan.

(6) Preparation for promotion examination:

1. cadres;

② Ordinary employees.

(7) Analysis and report of test results.

(8) Suggestions for improvement of examination methods.

Welfare affairs

(1) Formulation of welfare system policies.

(2) The formulation of welfare system planning.

(3) Submission and remittance of welfare system.

(4) Promote the Welfare Committee to organize and make plans.

(5) to promote the work of the committees.

(six) to assist the Committee to carry out business work.

(7) Research, analysis and improvement of welfare system.

(8) Restructuring measures of welfare institutions.

(9) Summary, analysis and improvement of welfare work.

(10) welfare work improvement measures.

pension

(1) Formulation of retirement, pension and relief policies.

(2) Planning of retirement, pension and relief system.

(3) retirement system matters:

(a) to formulate a work plan;

(2) Submit for verification;

③ Statistical analysis, summary and improvement.

(4) Pension measures:

(a) to formulate a work plan;

(2) Submit for verification;

③ Statistical analysis, summary and improvement.

(5) Disaster relief projects:

(1) Analysis and research report on the events to be rescued;

(2) signing the amount of relief;

③ Summary and improvement of disaster relief events.

relations between the state and private sectors of the economy

(1) * * * Relationship with the public:

(1) Public relations of all units;

② Coordination of personnel disputes in each unit;

(3) Make public the assistance matters of the affiliated units.

(2) the relationship between * * and grandpa:

(1) Public relations policies of government agencies;

(2) summary and improvement of government affairs;

(3) Public relations in the same industry;

(4) Public relations of trade unions in the same industry;

⑤ Public relations outside the same industry;

⑥ Public relations with the community and other personnel.

Personnel business

(1) Suggestions on organizational setup of personnel units.

(2) To draw up an organizational adjustment plan for personnel units.

(3) Suggestions and improvements in personnel management.

(4) Work plan of personnel unit.

(5) Analysis and report of work results.

(6) the personnel business manuscript should be done well.

(7) Work of other relevant personnel.

Job responsibilities of human resource manager

The most important job of a human resource manager is to know why, and the most important job of an employee is to know what to do. The following are the responsibilities of the human resources manager.

work

Be responsible for all human resource management matters of the company's organizational structure, discuss organizational plans to enhance the division of responsibilities among all units and levels, formulate, explain and implement the company's personnel policies, plans and personnel management systems, promote harmony between the company and employees, conduct manpower analysis, and handle personnel training and training to enhance the effective use of the company's human resources.

primary responsibility

(1) According to the company's business needs, study the improvement scheme of organizational responsibilities and division of powers and responsibilities.

(2) according to the company's business plan, cooperate with the company's overall goals, and formulate the goals and work plans of this unit.

(3) According to the work plan of the unit, estimate the required expenditure, prepare the annual budget of the unit and control it.

(4) Cooperate with the company's business objectives, draw up the human resource development plan and staffing quantity according to the results of manpower analysis and manpower forecast, and plan and handle various education and training according to the human resource development plan.

(5) Design, implement and improve the personnel management system and its operation process, and ensure its effective implementation.

(6) After consultation with the heads of each unit, work out the working standards of each post and the qualifications and conditions required for quantitative application.

(7) According to the living standard, wage market situation and company policies, discuss reasonable compensation methods for employees.

(8) Formulate various measures for employee welfare and work safety, and maintain the harmonious relationship between employees and the company.

(9) Use effective leadership methods to inspire subordinates' morale, improve work efficiency, and supervise subordinates to carry out their work effectively according to work standards or requirements, so as to ensure the realization of unit goals.

(10) Allocate the work of this unit reasonably according to the ability of subordinates, and promote the contact and cooperation among subordinates.

(1 1) Cultivate and train employees in a planned way, and give them opportunities at any time to improve their working ability and quality.

(12) According to the methods of employee assessment and rewards and punishments, carefully handle matters such as employee assessment, rewards and punishments, promotion and demotion, and strive to be fair and reasonable.

Job responsibilities of human resources supervisor

After the HR supervisor knows the responsibilities of his own department-personnel department, boss-HR manager and HR management, he will know his post responsibilities.

Generally speaking, the post responsibility of the personnel supervisor is to assist the personnel manager to exercise the power of the personnel department and complete the tasks of the personnel department.

Most of the responsibilities of human resources supervisors are put forward or handled. Of course, power is different in different enterprises. In a small business, it is the personnel manager. Its job responsibilities are as follows:

everyday concerns

(1) Drafting of human resources rules and regulations.

(2) Preliminary formulation of departmental plans.

(three) the preliminary preparation of the annual budget of the department.

(4) Project procurement within the department 1000 yuan.

(5) Statistics and analysis of employee dynamic data.

(6) Supervision and training of employees' daily work.

(7) issue various certificates for employees.

(8) Provide relevant human resources information.

Recruitment and Employment Administration

(1) Investigation and analysis of employee demand.

(2) Drafting the recruitment plan.

(3) The writing and media release of recruitment advertisements.

(4) Preparation of recruitment materials.

(5) Reception and screening of candidates.

(6) Handling of application letters.

(7) Assist in interviewing candidates.

(8) organize candidates to test.

(9) Issue interviews, re-examinations, registration and politely declined books.

(10) reception and guidance for new employees.

(1 1) The new employee signs the letter of guarantee.

(12) Sign a new employee contract.

(13) tracking service and assessment for new employees during probation period.

(14) Work arrangement and deployment of new employees.

Vocational training management

(1) Investigation and analysis of employees' vocational training needs.

(2) Drafting employee vocational training plan.

(3) Compile the teaching materials for employees' vocational training.

(4) Hire staff vocational training teachers.

(5) The choice of the location of employees' vocational training.

(6) Evaluation of employee vocational training effect.

(7) Preparation of teaching AIDS and training equipment.

(8) Attendance of trainees.

Performance appraisal management

(1) for HR attendance.

(2) Employee attendance statistics.

(3) Prepare daily and monthly employee attendance reports.

(4) Approve employees to take a vacation within three days.

(5) Collection, collation and analysis of employee assessment data.

(6) Drafting the employee appraisal standard system.

(7) Design of employee appraisal form.

(8) Fill in and evaluate the employee appraisal form.

(9) Establishment and management of employee assessment files.

(10) examiner training.

(1 1) Employee promotion and salary increase assessment processing.

(12) Announcement of employee assessment results.

(13) Handling and announcement of employee rewards and punishments.

Salary design and management

(1) employee salary survey.

(2) Draw up the salary structure preliminarily.

(3) Compilation and statistical analysis of employee payroll.

(4) Description and explanation of employee compensation system and standard.

(5) Preliminary determination of the salary of new employees.

(6) Handling of employee salary adjustment.

(7) Exception handling of employee salary payment.

(8) Confidentiality of employees' remuneration.

(9) Preliminary evaluation of employee bonus.

(10) Application and processing of employee general benefits.

Staff incentive management

(1) Investigation and analysis of employee demand.

(2) Description and explanation of employee incentive policy.

Management of labor relations

(1) Propaganda and Interpretation of Labor Laws and Regulations.

(2) the signing of the labor contract.

(3) Preliminary handling of general labor disputes.

(4) Collection of labor dispute evidence.

(5) Labor mediation, arbitration and litigation.

Management of human resource data files

(1) Arrangement, classification and management of employee human resources files.

(2) Making human resource trends and cost data.

(3) Fill in and save the personnel daily report and monthly report.

(4) Collection and archiving of enterprise-related personnel decisions.

In short, as long as the human resources supervisor is doing a certain job, he must bear all the responsibilities and obligations for this job. Many jobs he must know have more responsibilities and less authority.

How do human resource managers get promotion opportunities?

Getting the promotion opportunity is the pursuit of Excellence, that is, the human resources supervisor must get what he wants through his own efforts in the enterprise. Not only have you worked hard, but things have to develop in the direction you expect. Promotion is one of the results of excellent work, but it is by no means the only result. The fundamental reason for winning recognition and reuse and winning the respect of others is that enterprises need you. You play a great role in the enterprise and are of great value to the enterprise. The pursuit of Excellence should be achieved in four aspects.

Follow a good superior

If a superior has extraordinary knowledge and courage, is efficient in action and can unite his subordinates to do things well, then as his subordinates, he is more likely to cultivate a high degree of leadership. Experience in a successful team is a valuable asset that will benefit you for life. At the cost of working under strong command, subordinates may lack independence and certainty, but it is also worthwhile. Moreover, excellent superiors are likely to be promoted quickly in the enterprise, and becoming their right-hand man is sometimes like hitchhiking. If you meet such a superior, you should strive to be one of the most critical subordinates, with outstanding performance and non-threatening attitude, which will increase the chances of choosing a leader.

Keep learning and stay competitive.

Continuous learning is as important as persistent efforts. In other words, if you can't keep the mental state of being eager for competition and needing new knowledge, your chances of achieving Excellence are slim. Continuous learning includes not only constantly absorbing new knowledge, but also daring to seek new competition and challenges. Keeping an open and curious mind is the key to continuous learning.

Strive for promotion

Promotion is an obvious sign of enterprise success, and striving for promotion is the approximate goal of pursuing Excellence and effectiveness. In order to strive for promotion, we should:

(1) Win the acceptance and trust of key management personnel. People who are trusted can take bigger risks, make bigger mistakes and be forgiven. The superior knows their potential value, and their achievements are more easily perceived by the superior, because it proves that the superior's judgment is correct. If a project leader does not have the trust and support of his subordinates, it is hard to believe that he can lead his subordinates to make good achievements; Without a good relationship, it is difficult to have enough influence, even the best ideas are difficult to implement, and it is difficult to establish prestige.

(2) Become an expert in human resource management within the enterprise. Experts will win the respect of others, sometimes even more influential than their positions: when dealing with problems involving their professional knowledge, people tend to be experts they consider. If you find that other people in the organization have only a little knowledge of your professional knowledge, then revealing your professional knowledge and skills at an appropriate time will win the reputation of "expert".

(3) Be the "first". Reaching a new height and becoming the "first" in a certain field will often bring more returns and attention. Excellent routine work will have routine value and take unprecedented risks. Those who successfully break the routine for the first time can get more rewards, which is a reward for innovation.

(4) Understanding and using interpersonal networks. Interpersonal network is a collection of friends, relatives, classmates, colleagues and acquaintances, both inside and outside the work environment. Interpersonal network can provide unexpected information, services, support or convenience and other kinds of help. It makes people "magical", which is crucial to the success of work.

Work hard

With the experience of the first promotion, it will not be so difficult to work hard in the above four aspects. But if you want to get ahead and get promoted quickly, you need opportunities and extra efforts. You should urge yourself to do:

(1) Experience work in various ways in various environments as much as possible.

(2) Be flexible and open-minded.

(3) Cooperate with others and become a team member.

(4) Pursuing outstanding performance at work.

(5) Further study, especially in the fields of specialty and management.

Become a member of the enterprise team

There is not much market for individual heroism in current companies and enterprises, and the team spirit of understanding, tolerance and cooperation is getting stronger and stronger. Overcoming difficulties alone is as unrealistic as enjoying success alone. If you cooperate with others, you will be more efficient and more likely to succeed in your work. Being a member of an enterprise team is a necessary condition for enterprises to pursue Excellence today.