What is the troika system of human resource management system?

What is the troika system of human resource management system? Salary management system, performance management system and training management system.

On the issue of human resource management system, in order to establish a scientific and effective human resource management system, modern enterprise human resource management must establish a human resource management system suitable for the characteristics of the enterprise, including selecting basic tasks: knowing people, selecting people, placing people, educating people and retaining people.

Knowledge-based, selection-oriented, employing people as the core, educating people as the driving force and retaining people as the guarantee. Therefore, in the function of human resource management, we should establish a job analysis system based on knowledge, a recruitment and selection system based on selecting people, a deployment and use system based on employing people, a training and development system based on educating people and a performance-based salary system based on retaining people. The establishment of these five systems is a sign of good human resource management in enterprises and an important aspect of its implementation mechanism.

I hope the above answers are helpful to you!

How to locate each module of human resources in human resources management system has its own emphasis, but each module is inseparable, just like the biological chain, the lack of any link will affect the imbalance of the whole system. HR work is an organic whole, and all aspects of work should be in place. At the same time, we should constantly adjust the focus of work according to different situations to ensure the benign operation of human resource management and support the ultimate realization of corporate strategic goals!

(1), human resource planning: 1, organization setup, 2, adjustment and analysis of enterprise organization, 3, analysis of enterprise personnel supply demand, 4, formulation of enterprise human resource system, 5, preparation and implementation of human resource management expense budget; (International Human Resource Management 1, Career Development Theory 2, Organizational Internal Evaluation 3, Organizational Development and Change; 4. Plan and organize career development; 5. Comparative overview of international human resource management 6 pages. Formulate a strategic plan for human resources development. Performance factors at work. Employee authorization and supervision)

(2), recruitment and configuration: 1, recruitment demand analysis, 2, position analysis and competency analysis, 3, recruitment procedures and strategies, 4, recruitment channel analysis and selection, 5, recruitment implementation, 6, special policies and emergency plans, 7, resignation interview, 8, measures to reduce employee turnover rate.

(3), training and development 1, theoretical learning, 2, project evaluation, 3, investigation and evaluation, 4, training and development, 5, needs evaluation and training, 6, composition of training suggestions, 7, training, development and employee education, 8, design and systematic methods of training, 9, development management and enterprise leadership; Develop yourself and others, 10, project management: project development and management practice.

(4) Performance management: 1, performance management preparation stage, 2, implementation stage, 3, evaluation stage, 4, summary stage, 5, application development stage, 6, performance management interview, 7, performance improvement method, 8, behavior-oriented evaluation method, 9, result-oriented evaluation method.

(5), salary and welfare management: (salary, incentive and income) 1, salary, 2, build a comprehensive salary system (job evaluation and salary grade, salary survey, salary plan, salary structure, salary system formulation, salary system adjustment, labor cost accounting), 3, welfare and other salary issues (welfare insurance management, enterprise welfare project design, enterprise)

(6), labor relations: 1, employment law, 2, labor relations and society, 3, labor relations and society, 4, labor negotiations, 5, unionization and labor negotiations (safety, security and health, safety and health projects, safe and healthy working environment, promoting workplace safety and health management, practicing health and safety), human resource management and competition/. 2, human resource management and environment, 3, human resource planning, 4, job analysis, 5, personnel recruitment, 6, employee training and development, 7, employee performance evaluation, 8, improve productivity.

How to implement the human resource management system The human resource management system built by enterprises needs to be established for different types of positions. We generally call it a hierarchical and classified human resource management system. Hierarchical means that human resource management methods are different due to different job levels, and classified means that human resource management methods are different due to different job nature and job category. For example, the management incentives of grass-roots employees and senior management cadres are different. The assessment management mode of R&D technical staff is also different from that of production and sales positions. Therefore, enterprises need to systematically consider, accurately locate and design when building a hierarchical and classified human resource management system.

In consulting practice, Huaheng Zhixin summarized three different designs of human resource management system: (1) competency-based human resource management system, (2) performance-based human resource management system and (3) role/responsibility-based human resource management system.

How to build a human resource management system? Construction of human resource management system for small and medium-sized enterprises.

With the development of market economy in China, the intensity of competition is increasing, and most industries have entered the era of meager profit. As one of the main competitive means in the era of meager profit, cost control has become more and more obvious. Under such environmental conditions, more and more small and medium-sized enterprises are beginning to realize the importance of human resource management, because a scientific human resource management system can effectively construct the management framework of the enterprise, make the relationship between people, people and things, things and things inside and outside the enterprise more harmonious, and effectively improve the work efficiency of employees and the efficiency of organization and operation, while achieving the purpose of reducing management costs.

Although the advanced human resource management system has achieved remarkable results in practical application, it is a difficult problem for most small and medium-sized enterprises in China to build their own human resource management system. The first reason is that these small and medium-sized enterprises in China have a short development history, a low starting point and a weak foundation of human resource management. On this basis, the rapid and comprehensive implementation of the scientific human resource management system is tantamount to "giving a strong medicine to people who have not recovered from a long illness", which will not only make patients recover, but even directly push them to the brink of death. In the field of traditional Chinese medicine, the treatment for people who have been ill for a long time is conditioning, that is, a step-by-step treatment method combining nourishing and treatment is adopted. In terms of medication, we should not only prescribe the right medicine, but also fully consider the patient's physical endurance. In addition, small and medium-sized enterprises are small in scale, lacking in various resources, including human resources, with relatively weak initial investment capacity and low risk resistance. In this case, how to find a breakthrough and make the scientific human resources system be implemented smoothly is the key to the success of the whole work.

Through the research of this paper, combined with my previous management experience, I think that the construction of human resource management system of small and medium-sized enterprises should pay attention to the following aspects:

1. Full participation, do the basic work of human resource management.

In theory, human resource management is the work of human resource management department, but in practice, it is impossible to complete this work by human resource management department alone. Although the staff in the human resource management department have their own advantages in mastering the theory of human resource management and the application of management tools, their grasp of the actual work in various departments and positions is far less than that of the actual operators in each position. For this reason, the human resource management department must get the cooperation of other relevant departments and even all employees when carrying out the basic work of human resource management system construction, and the things made by the working mode of "behind closed doors" cannot stand the test of practice. Therefore, the human resource management department must get the support and assistance of employees at all levels of the organization when carrying out basic work such as job analysis, job responsibility analysis, work instruction writing, ability and quality model establishment, performance appraisal content and index setting. Only the human resource management system based on this is scientific, reasonable and feasible.

2. Find a key point and make steady progress.

Human resource management is a systematic project, which involves all aspects in the process of recruiting, using, evaluating, educating and retaining talents. Every link is closely related to the work at all levels within the organization, and a slight disconnection will affect the operation of the whole system. Therefore, the overall construction and implementation of human resource management system must take into account the cooperation with various departments and positions within the enterprise. At the same time, each specific process in the human resource management system contains many specific modules, and each module contains many specific tasks. Under normal circumstances, small and medium-sized enterprises in China are affected by the quality of employees, management foundation and investment ability, so it is impossible to fully implement a scientific human resource management system. The only way is to find a key point within the enterprise, and then advance step by step and steadily.

Generally speaking, the work of finding the key points to promote the human resource management system should start from the most basic and weakest links of the enterprise. For example, enterprises with poor basic management should first improve the internal management system, clarify the responsibilities of each post, and clarify the content and indicators of post evaluation; Enterprises with unclear internal workflow should start with clear and standardized internal workflow; An enterprise with vague ownership relationship between various departments and posts in an enterprise must first straighten out the internal organizational relationship and clarify the position of each post in the organization. If we can't really understand and accept the construction of human resource management system considering the overall quality of employees, we can improve the overall quality of employees through various means, and at the same time we can choose to try it out among a group of employees with relatively high quality, such as first implementing it among middle managers in enterprises.

No matter where the enterprise starts to build a human resource management system, it must earnestly adhere to the principle of gradual progress, step by step, slowly and steadily, and constantly push forward, so as to start moving towards the next step, and do not rush for success, otherwise it will inevitably fall black and blue.

3. The system design and promotion should fully consider the audience factors.

From the previous contents, we know that the construction of enterprise human resource management system involves every job and every post within the enterprise, and it is a job with full participation. The basis for employees to do a good job is not only to understand the significance of this work, but also to clearly grasp the requirements and processes of this work. If employees can't understand the practical significance of a job itself, or can't master the relevant requirements and processes of the job, they can't finish the job smoothly anyway. Therefore, enterprises must consider the factors from the audience when implementing the construction of human resource management system. The specific requirement is that the system design should be concise and clear, so that all employees can understand and accept it, and the speed of improvement should also meet the affordability of employees.

The development history of small and medium-sized enterprises in China is very short, which is basically established in the form of "exploring while developing" under the guidance of the reform and opening-up policy. Not only the management system is immature, but also the quality of employees is uneven. Concepts and theories that are too advanced and too advanced are hard to accept. Therefore, enterprises must consider this factor when establishing their own human resource management system, that is, they cannot blindly pursue perfection. Too advanced, too scientific and too perfect scheme is very advanced for domestic small and medium-sized enterprises at present, and there is also great resistance in the specific implementation process. The construction of human resource management system is a long-term systematic project. Every enterprise should take a long-term view, base itself on its own reality, start with simplicity, avoid complexity, develop and improve from simplicity to complexity, and finally realize its advanced and scientific nature. If we unilaterally pursue its advancement and scientificity from the beginning, it will often affect its implementation effect because employees can't understand and accept it, and even lead to giving up halfway. In this way, the enterprise will not only fail to achieve the expected results, but also directly affect employees' trust in scientific management methods, thus having a huge negative impact on the development of the enterprise.

4. The post setting and management should be as reasonable as possible, and the assessment contents and standards should be operable.

One of the basic tasks of the construction of human resource management system is the setting and management of posts, which have several basic principles: first, everyone has something to do; The second is to put the right person in the right position; The third is to adhere to the principle of coordination and efficiency. If an enterprise can really follow these principles in post setting and management, then its employees must have strong combat effectiveness. However, in practical work, due to the influence of many variable factors other than "taking it for granted", our work is often not perfect. In this case, we can only do our best according to our actual situation. As far as the post setting and management of enterprises are concerned, although we can't be perfect and completely scientific, we should be as reasonable as possible, because post setting and management is one of the basic contents of the construction of enterprise human resource management system. The more reasonable it is, the more scientific the whole system will be.

Due to various objective reasons, there are many problems in the post setting and management of small and medium-sized enterprises in China, among which unclear post setting or post responsibilities, separation between people and posts, and confusion between posts and work are common problems in small and medium-sized enterprises. To establish a scientific and standardized human resource management system, we must strive to solve these problems and optimize the post setting and post management of enterprises. Under the guidance of the three principles of "everyone has something to do, everyone has something to do", "putting the right person in the right post" and "coordination and efficiency", the key to optimizing post setting and management as much as possible is to clarify the specific work contents of various departments and posts in the organization and determine post setting accordingly; Establish post qualifications according to the job content of the post, and audit the on-the-job personnel of each post according to this condition; Clarify the post identity of each employee. Only in this way can we truly achieve "setting posts according to things", "selecting people according to posts" and "employing people according to quantity"

Post setting and management are only partially completed, and another important part of this work is the assessment of post effect and performance. China's traditional job evaluation method has a distinct subjective color, which often determines a person's quality or even a person's life according to the subjective opinions of leaders. This method of job evaluation has been popular in China for thousands of years, which has made many people and destroyed many people. With the progress and development of society, people in China gradually realized the limitations of this job evaluation method, so advanced job evaluation methods abroad became popular in China. These advanced and scientific job evaluation methods are based on the collection and analysis of a large number of objective data. Without these data, there would be no scientific job evaluation. Therefore, when setting job responsibilities, we should set clear work standards according to the job content of these posts, and the process of comparing these work standards with everyone's actual work situation is the process of job evaluation. In the real world, only things that can be quantified have the properties of mutual comparison, so when setting the content and standard of job evaluation, we must adhere to the quantification of indicators, and the evaluation content and indicators that cannot be quantified are meaningless.

5. The construction of human resource management system can not ignore the career planning and development of employees.

Maslow's hierarchy of needs divides human needs into five levels: life, security, emotion, respect and the realization of self-worth. It is human nature to constantly improve one's level of needs. This is also the truth of China's old saying "Man struggles upwards, but water flows downwards". When a person finds his position in an enterprise, he does not want to stay in this position forever, but hopes to use this position as the starting point for gradually realizing his life value. If an enterprise ignores the personal development of its employees while pursuing its own development, it is difficult for the enterprise to retain talents. As we all know, in modern business competition, the competition of talents is the key. If an enterprise does not have the ability to retain talents, it will inevitably be eliminated in ruthless competition. Therefore, if enterprises want to be invincible in the fierce competition, they must establish their own "retention" mechanism. To put it simply, the retention mechanism is to take the career planning and development of employees as an important task while pursuing the development of enterprises. Career planning and development of employees is also an important part of enterprise human resource management system, so it can not be ignored in the process of establishing enterprise human resource management system.

What is a competency-based human resource management system? The design of human resource management system is often due to the different development strategies of enterprises, different stages of organizational development and different human capabilities in enterprises.

In consulting practice, Huaheng Zhixin classifies it into three main oriented human resource management systems, and the competency-based human resource management system is one of them, which mainly includes: qualification standards oriented to the improvement of personnel's ability, talent selection system centered on ability, assessment system focusing on the improvement of employees' ability, and career planning and training system aiming at improving employees' ability.

This is also available on Baidu.

Please see how the newly established company set out to establish a human resource management system! How does Matsumoto Electrician establish and improve the human resource development and management system!

Matsumoto Motor was founded in 1992. After seven years of hard work and innovation, it has become a high-quality manufacturer specializing in the research, development, production and sales of building electrical appliances (switches, sockets, dimmers, governors and energy-saving lamps). It has nearly 1,000 employees, a capital of 200 million yuan and a workshop area of 20,000 square meters, forming an annual production capacity of 20 million sets of electrical accessories. And developed and produced a number of well-known, hard and competitive products, and built a new competitive advantage. With the advantages of talents, scientific management, exquisite technology, advanced technology, excellent quality and perfect service, it has achieved extraordinary and leap-forward development and rapidly emerged as the first in the building electrical industry in China. Matsumoto Electrician was able to win the first round in the fierce market competition, relying entirely on the Party's reform and opening-up policy, and seized this once-in-a-lifetime opportunity in time, thus finding a road suitable for the development and growth of this enterprise in the unpredictable market economy "ocean". Then, in the process of the second venture, the company's decision-making layer decisively put forward: "Implementing the famous brand strategy." Here, the author thinks that the most crucial trick is that talents must take the lead in setting an example, actively broaden their thinking and horizons, and consider from a holistic, all-round and multi-angle perspective, which will focus on three aspects: total development, quality improvement and rational allocation. It is emphasized that human resources development must meet the needs of enterprise development, make overall arrangements, think ahead and plan carefully, so that the total amount, quality and structure of human resources can be coordinated with the scale and speed of enterprise development, and the simultaneous development of talent growth and enterprise development can be realized. Pay attention to forecasting and planning, training and evaluation, selection and use, introduction and excavation, allocation and regulation, incentive and guarantee. It is gratifying that the company's leadership decided to set up the "Human Resources Department" from a strategic perspective to enhance the position and role of human resources in the enterprise development strategy.

Human resources will become the biggest resource in 2 1 century: economic advantage depends on scientific and technological advantage, and scientific and technological advantage comes from talent advantage. The role of human resources has never been so prominent as it is today. As a strategic resource for enterprise development, it occupies a very important position in enterprise strategic management, and has attracted more and more domestic entrepreneurs' great attention and great concern. As Schultz, the winner of the Nobel Prize in Economics, pointed out sharply when commenting on the rapid development of American economy and industry since this century: "In the economic development of contemporary America, human capital occupies a significant position. For example, since the beginning of this century, 90% of products in the United States have been updated by the intelligence of talents, rather than traditional labor or capital. " Therefore, relying on the development of human resources to win the initiative of scientific and technological and economic competition and win new advantages in development has increasingly become the focus of international competition.

In order to better meet the needs of the development of market economy, win the future competitive advantage and vigorously promote the famous brand strategy, it is necessary to cultivate and bring up an export-oriented economic management talent team who knows the market situation and is familiar with international trade as the support point. Only in this way can enterprises be in an invincible position in the fierce market competition. Over the years, the company has made a lot of efforts and work in human resources development, but the strength is still not enough and the benefits are very small. Therefore, in today's brand strategy, the human resources department should have a clear positioning, know the future development goals, efforts, work priorities and countermeasures, and strive to establish rules and regulations to stimulate the vitality of human resources as a breakthrough for the official start of the human resources department.

In my opinion, we should follow the principle of "strengthening management, rationalizing functions, standardizing business, clarifying responsibilities, effectively coordinating and operating efficiently", intensify our work, gradually and comprehensively push all the work of the human resources department onto the right track, and create a brand-new situation in the near future. The development and management of human resources must closely follow the company's development strategy and serve the sustained and stable growth of enterprises. According to the characteristics and requirements of modern human resources development and management, the human resources development strategy and long-term planning that match the famous brand strategy should be formulated and vigorously implemented. At the same time, it is necessary to establish a human resource development and management system of Matsumoto Electric Co., Ltd., which meets the requirements of internationalization, is competitive, fair, standardized, scientific and efficient, and so on. Including: organizational structure optimization design, human resource process reengineering, talent prediction and human resource strategic planning, talent selection technology design scheme, employee employment standard, job planning and job description, performance appraisal implementation scheme, salary and welfare system, reward and punishment regulations, employee proposal system, cadre appointment and dismissal management regulations, outstanding top-notch talent management implementation method, cadre rotation system, internal talent market system, The business standards and working standards of employee career design and human resource management focus on making human resource management move from a rough, static, not completely operable and not completely testable stage to a precise, dynamic, certain, operable and testable stage, so as to establish an index system combining quantitative and qualitative, make up for the shortcomings or errors that may be brought by subjectivity and experience, and enhance its objectivity, rationality and scientificity. Therefore, the human resource development and management system we have established can be more recognized by the executives when the whole company advances, and the conflicts and frictions in the implementation process can be reduced, so as to receive better results and play its due role in implementing the famous brand strategy of Matsumoto Electric.

The human resources development and management system consists of human resources strategic planning system, recruitment system, performance appraisal system, salary and welfare system, deployment and resettlement system and training and development system.

First, establish a human resources strategic planning system. Human resource planning is the analysis, prediction and evaluation of the company's human demand and supply, and it is an important part of the company's development strategic planning system. It focuses on preparing the talents needed to achieve the company's business strategic objectives in advance and providing powerful talents as a guarantee, providing guiding suggestions for the company's human resource management activities. It includes: ① The key to inventory the existing human resources is to find out the quantity, quality, structure and distribution of the existing human resources; (2) Analyze the development and use of existing talents and existing problems; (3) Forecast the future human resource demand and determine the personnel demand; (4) formulate supporting policies to ensure the consistency between demand and supply; ⑤ Determine specific action plans or countermeasures; ⑥ Make feedback adjustment.

Second, establish a talent recruitment system. Personnel recruitment is to determine the number, category, working conditions, qualifications, work norms and employment procedures of the company through job analysis (job content, responsibilities, experience, education level and skills, etc.) according to the needs of the company's development. ), under the guidance of human resources planning, recruit excellent and suitable talents and put the right people in the right positions. It is a basic strategy to give full play to people's talents and make the best use of everything. It is not easy to do a good job in personnel recruitment, which involves the system of enterprise recruitment policies, the selection of recruitment channels, the design of job application forms and the standardization of recruitment procedures. The recruitment system includes: ① the technical design of talent selection (scenario simulation, psychological character, labor skills, adaptability, comprehensive quality and development potential test); (2) job analysis, job design and job description; (3) recruitment procedures; ④ Talent evaluation procedure.

Third, establish an open performance appraisal system. The determination of employees' salary, promotion and demotion, rewards and punishments, qualification identification and ability confirmation all require an objective, fair, scientific and reasonable assessment and evaluation of employees. Performance appraisal is a difficult and key point in the development and management of human resources. We must take it seriously, attach great importance to it, formulate a set of performance appraisal implementation plan that conforms to Matsumoto's reality and has strong operability, and vigorously promote its implementation within the company. Performance evaluation is a comprehensive and objective investigation and evaluation of its performance, morality, talent, quality, potential, strengths, weaknesses, personality, ambition and other aspects, so as to draw the conclusion that the assessed is competent for a specific post and whether training is needed. Performance evaluation is divided into evaluation standards and evaluation procedures for management cadres, engineering and technical personnel, marketing personnel, production management personnel and operators. The purpose of performance appraisal is: first, to help employees understand their potential ability and give full play to this ability in practical work, so as to improve their work and promote their training and development; Second, it can be used as an important basis for salary, bonus, job promotion, transfer and dismissal; Third, it is beneficial to improve the human resource management of Matsumoto Electric. Find out the existing problems from the regular performance appraisal and learn lessons in time for future improvement.

Four, the establishment of a full staff training and development system. Practice has proved that all-staff education and training, as the main means of human resources development, is a powerful guarantee for developing human potential and improving people's comprehensive ability and quality. The whole staff education and training system should consider the following aspects: ① lifelong education system, establishing learning organization; (2) From simple technical training to an overall education and training system with knowledge training, skill training and attitude training as the core; (3) Establish a training team that combines external training teachers, internal professional training institutions and on-the-job training; ④ To form a multi-level, multi-channel and multi-form training network with on-the-job training and part-time training as the mainstay. Among them, case analysis, simulation training, seminars and other situational training methods have been widely used in recent years and are worth learning. The direction of enterprise education and training is diversified, generally divided into decision-making layer, management layer, professional layer and operation layer, forming an all-round and three-dimensional training network system with Matsumoto characteristics to meet the needs of market competition. All-staff education and training system should include training effect evaluation, tracking feedback and correction and improvement.

Five, the establishment of deployment and resettlement management system. Allocation and resettlement management refers to the assignment of positions necessary for enterprise activities to employees who should hold the positions. How to configure it reasonably, scientifically and effectively is a major problem faced by Matsumoto Electric in the future development, which cannot be taken lightly. Through the job analysis required by configuration management and the evaluation of psychological quality, professional knowledge and comprehensive ability, we can accurately grasp the ability, personality and specialty of employees, facilitate the use of talents and reduce the waste of talents, that is, achieve the goal of the right person in the right position. This includes: rotation system for professionals, implementation measures for rotation of middle-level cadres, regulations for promotion of cadres, functional qualification system, special post system, interim management measures for internal talent market, employee career system and exit interview system.

6. Establish a competitive and attractive salary and welfare system. Establishing and perfecting a set of salary, reward system and welfare security system is a basic and urgent task of human resource management in modern enterprises. Because a fair, reasonable and standardized incentive mechanism is the power source to attract and retain talents, give full play to the initiative, enthusiasm and creativity of employees, and make suggestions or contribute talents for Matsumoto Electric to create greater glories. Including: salary management system (consisting of salary amount management, salary form management and salary system management); Medical insurance system; Social pension retirement system; And other welfare security systems such as housing, children's education, annual leave, overseas travel, employee stock ownership, and year-end dividends, and truly establish a brand-new mechanism of "retaining people with business, retaining people with affection, and benefiting people".

High score: What does BI mean? What is his relationship with the human resource management system? I BI is the abbreviation of business intelligence. BI business intelligence describes a series of concepts and methods to assist business decision-making by applying fact-based support systems. BI business intelligence technology provides enterprises with the technology and methods to quickly analyze data, including collecting, managing and analyzing data, transforming these data into useful information, and then distributing them to all parts of the enterprise.

Second, the relationship between BI and human resource management system

BI can provide real-time, accurate and reliable human resource data and statistical analysis for human resource management system.

Such as: personnel basic structure analysis (gender, age, length of service, education, major, region, etc. ), personnel flow and turnover rate analysis, KPI assessment data analysis, talent pool data analysis, etc.

Does the optimization of human resource management system include performance appraisal? What does the optimization of human resource management system specifically mean?

If human resource management definitely includes performance management, then the human resource management system naturally includes performance.

What is the business system of human resource management? 1. Organizational structure design and post analysis

Second, human resources development planning

Third, personnel recruitment and configuration.

Fourth, staff training and development.

Verb (abbreviation of verb) employee motivation and performance evaluation

Six, design and formulate employee compensation system

Seven, the establishment and management of employee files

Eight, handle labor relations, effective organization and communication.