What is an enterprise human resource management case?

Let me provide you with a case study of human resource management module-personnel recruitment and distribution;

Shanghai General Motors Co., Ltd. (SCM) is an automobile manufacturer jointly established by Shanghai Automotive Industry (Group) Corporation and American General Motors Corporation, and it is one of the largest Sino-US joint ventures in China so far.

SGM's goal is to become a leading domestic and internationally competitive automobile company. First-class enterprises need first-class employees. Therefore, how to build a high-quality workforce is the primary concern of both China and the United States. At the same time, SCM's development vision and goal orientation are doomed to have high requirements for employees' quality: not only excellent skills and management ability, but also outstanding self-motivation, self-learning ability, adaptability, communication ability and teamwork spirit. It is undoubtedly a great challenge for SGM to recruit and select high-quality employees objectively and fairly in a short period of time and assign them to various positions.

One is the "people-oriented" open recruitment strategy.

"Not to control, but to provide services" is the characteristic of SGM human resources department, and it is also a significant difference from traditional personnel department.

First of all, according to the company's development strategy and purpose, establish the concept of "people-oriented" as the guiding ideology of recruitment. In the process of recruiting employees, SGM pays special attention to the coincidence of the two-way demand between the applicant and the company on the premise of insisting on two-way selection. Candidates must agree with the company's purpose and five core values: customer-centered, safety, teamwork, integrity, continuous improvement and innovation. At the same time, the company also fully considers the self-development and high-level value realization needs of candidates, and tries to provide good opportunities and conditions for the development of employees.

Secondly, according to the company's development planning and production and construction progress, the pull recruitment plan is formulated, and the recruitment is implemented step by step from the company's organizational structure and the actual needs of various departments. 1July, 1997 to1June, 1998, the first-level recruitment plan for workshop senior managers, department managers, key engineers, administrative department managers, professional engineers and section chiefs was implemented in two steps; 1from the end of 1998 to June 1999, the second-level recruitment plan for team leaders, a group of operators, maintenance workers and engineers was implemented in two steps; The recruitment of class two and class three production personnel is synchronized with the pull production plan.

Secondly, according to the company's development goal of "first-class enterprises need first-class employees", the employee recruitment policy of extensively selecting talents nationwide is formulated. According to the level and nature of the post, different news media are selected to publish recruitment information, and the combination of independent recruitment and entrusted recruitment based on the media and talent market is adopted.

Thirdly, in order to ensure the reliability and validity of the recruitment work, establish a personnel evaluation center and establish standardized, procedural and scientific personnel evaluation principles. And invested hundreds of thousands of yuan to hire well-known foreign consulting companies to train assessors, and designed a "personnel assessment scheme" with SCM characteristics by drawing lessons from the existing "lean production" model of American General Motors and its companies, and made clear the requirements for personnel quality in each position.

Finally, the talent information base is established, and the job description form, application registration form, personnel evaluation form, employee budget plan and target tracking management form are designed in a unified way.

In the past two years, the company has received more than 50 thousand letters from applicants, with a maximum of 700 letters a day. The mailroom can only take the laundry list to collect. These letters come from all over the country, and some are foreigners from Australia and Europe. In order to deal with these letters accurately and timely, SCM has established a talent information system and opened a job hotline. Thousands of applicants and baskets of application letters are the best test of the success of SGM recruitment strategy.

Second, strict and standardized evaluation and employment procedures.

On February 7th, 1998, all the people who attended the SGM recruitment special session in Shanghai Science Museum felt: "Shanghai GM has a high threshold for recruiting talents!" On that day, all applicants who entered the venue had to be screened by the minimum requirements 12 examiners in the lobby. Only those who pass the examination can enter the interview desk on the second floor, and the employing department will meet the candidates for the first time in two directions. If interested, the human resources department will arrange a special evaluation time. Of the 2,800 people who entered the Science Museum, only 100 passed the preliminary interview and accepted the evaluation, and only a few dozen were officially hired.

1. Hired personnel must be evaluated.

This is the most important link in SGM recruitment workflow, and it is also a major feature of SGM recruitment and employee selection. In order to ensure that we can recruit and select high-quality employees who can meet the needs of first-class enterprises and first-class products, the company has established a special personnel evaluation center as one of the important institutions of the human resources department, drawing on the experience of hiring personnel evaluation centers in some German and American factories of General Motors and combining China's cultural and personnel policies. The whole evaluation center has reception room, interview room, scenario simulation room and information processing room, and the staff of the center have also received special training. The establishment of the evaluation center ensures the objectivity and fairness of employment.

2. Standardized and programmed evaluation model.

The whole evaluation activity of supply chain management is carried out in a standardized and procedural way. The successful candidate must go through nine procedures and links: filling in the form, screening, written examination, target interview, scenario simulation, professional interview, physical examination, background investigation and employment approval. Each procedure and link has standardized operation specifications and scientific selection methods. Among them, the written test mainly tests the professional knowledge, related knowledge, special ability and tendency of the applicants; In the target interview, the appraiser trained by the international professional consulting organization will have a face-to-face question-and-answer discussion with the applicant to verify the existing information in the application form and further obtain information. The professional interview will be completed by the employing department; Scenario simulation is to prepare a set of test items similar to the actual situation of the position according to the possible position of the candidate, arrange the subjects in a simulated real working environment, ask the subjects to deal with various possible problems, and test their psychological quality and potential ability through various methods, such as completing exercises through the cooperation of two groups without leadership, and observing the leadership ability, leadership desire, organizational ability, initiative and persuasion ability of the candidates applying for management positions. SCM also extends scenario simulation to the selection of skilled workers, such as evaluating the agility, quality awareness, operation order and behavior habits of candidates through gear assembly exercises. In the actual operation process, observe the candidates' various behavioral abilities, and distinguish which is better and which is worse.

3. Trade-offs between the two relationships

Compared with general interviews and psychological tests including IQ, ability, character and personality, SCM's selection model, especially its theoretical basis, pays more attention to the comparison and balance of the following two relationships:

(1) The relationship between personality quality and job skills. The company believes that high-quality employees must have excellent personality and good work skills. The former is the result of long-term education, environmental influence and genetic factors, which includes a person's learning ability, behavior habits, adaptability, work initiative and so on. The latter is obtained through vocational training and experience accumulation, such as special work skills, management skills, communication skills, etc. The two are mutually causal; But relatively speaking, work ability is easier to cultivate, while personality quality is difficult to cultivate. Therefore, when selecting and hiring employees, we should not only look at their working ability, but also pay attention to their personality quality.

(2) The relationship between past experience and future development. Numerous facts have proved that a person's attitude and behavior towards success and failure in the past experience has a positive or negative impact on his future achievements. Therefore, the analysis of its past behavior can predict and judge its future development.

According to the above two concise and practical theories, experiences and job requirements, SCM chooses scientific evaluation methods, determines the main behavioral indicators of evaluation, and selects candidates. For example, in an employee recruitment, an applicant has entered the eighth procedure, but after background investigation, it was found that he concealed the past fight at school and was punished. When I asked him again, he still concealed it. In this regard, the company believes that although people will inevitably make mistakes in their lives, concealing mistakes is a personal quality problem and will affect future development. Finally, it was decided by unanimous discussion.

4. Adhere to the principle of "China lacks and does not abuse"

In order to recruit a section chief, the recruiter of the human resources department consulted all the talent information in the Shanghai Talent Service Center and found that only six people met the requirements of the position and had preliminary qualifications. However, after evaluation, unfortunately, none of them were qualified. In this regard, the managers of Chinese and foreign departments affirmed: "We will never relax the employment requirements for this position, and would rather be temporarily vacant than occupied by inappropriate people." The evaluation center randomly surveyed 75 of 200 employees from April 1997 to 1998, and compared the recruitment evaluation results with the performance evaluation results for half a year. It is found that the evaluation results at that time are basically consistent with the actual evaluation results, and the coincidence rate is about 84%, which proves that the evaluation of the personnel evaluation center has high reliability.

Think about a problem

1. What is the recruitment procedure of Shanghai General Motors Company? What are their recruitment principles?

2. What are the characteristics of the standardized and programmed evaluation model of Shanghai General Motors Corporation?

3. What principles do they adhere to in their selection model?

I hope the above information is helpful to you!