What are the human resource cost control measures?

1, strengthen the awareness of human resource cost management.

Strictly calculate and measure the input cost of material resources. At present, the concept of human resource cost is still relatively weak, and many departments and leaders do not understand what human resource cost is. I didn't realize that human resources are also related to costs, and I didn't consider the input-output ratio of human resources costs, which led to the waste of human, material and financial resources. Therefore, it is necessary to strengthen the awareness of human resource cost management, increase publicity, improve the scientific understanding of the importance of human resource cost management, and let everyone understand that human resources also need cost accounting. We should realize that the cost of human resources is not a simple problem of doing more with less money, but exists in all aspects of human resources management. We must use top management to get the best benefit.

2. Firmly establish a scientific view of talents.

We must adhere to the rational introduction and use of talents and avoid misunderstandings in talent consumption. At present, many enterprises are keen to pursue high-level talents unilaterally, and spend a lot of money to throw out hundreds of thousands of hydrangeas every year, which increases the acquisition cost of human resources. Some enterprises require highly educated talents regardless of their actual needs and positions. Obviously, both secondary school students and junior college students can be competent, but they have to hire undergraduates and graduate students, resulting in an unnecessary increase in human resources costs. Therefore, talents should adhere to the principle of "applicability", that is, they should not be overused or degraded to affect their work. As long as they meet the requirements of job descriptions and job descriptions, can meet the needs of jobs and have the ability to innovate, they are all applicable talents. One-sided selection of talents based on academic qualifications can only lead to a relative increase in the cost of human resources. Enterprises should correctly grasp the evaluation criteria of talents in different positions, and take ability and performance as the main criteria to measure talents. The selection of talents should not only look at academic qualifications, professional titles, qualifications and status, but also be eclectic. Give full play to the potential of "skilled craftsmen" at all levels.

3. Rationally adjust and optimize the organizational structure.

Influenced by the traditional planned economy system, Chinese enterprises and other social organizations tend to be dominated by the government in their management mode, and most of them adopt a rigid vertical hierarchical structure mode, emphasizing direct "head" management and "mandatory" management, and the management means are relatively simple. By reducing the height of the vertical structure. Realize the flat transformation of structural form and avoid the overlapping and failure of mechanisms. It is necessary to clarify the functions of various departments, reasonably define the posts that must be established to realize these functions, clarify the post responsibilities corresponding to each post, and do a good job of connecting departments with posts to form a reasonable business process for the whole organization and improve work efficiency. At the same time, each post must have a clear job description, so that the post responsibilities are clear, the powers and responsibilities are in place, the division of labor is clear, and the assessment is evidence-based, so that "everyone has something to do and everything is done by someone". Through organizational adjustment and post setting. Provide a corresponding platform and development space for employees to display their talents, fully mobilize the subjective initiative of employees, reduce internal friction among employees, and improve the efficiency of using human resources costs.

4. Draw up the long-term development plan and investment plan of human resources.

At present, many enterprises plan their own scale and benefit prospects clearly, but the talent support they must provide to achieve the corresponding performance goals is vague, that is to say, they lack the corresponding human resources development planning and investment planning. The lack of this system planning will inevitably lead to the blindness of human resource management, thus increasing the cost of human resources. Although the effect of human resources investment is relatively slow. However, its income effect is large and its income period is long. Once the human resources of enterprises are sufficient and reasonable, they will have full stamina when they develop. Good human resources will contribute more to the enterprise than any other assets. Therefore, enterprises should make corresponding long-term development plans and investment plans of human resources based on their own development strategies, and organize their implementation with the development of enterprises.

5. Strengthen study and training to improve the quality of employees.

With the rapid update of knowledge and technology, enterprises need to innovate and introduce new equipment, new technology, new technology and new knowledge, which requires continuous training for employees. Training can enhance employees' understanding and execution ability of enterprise decision-making, enable employees to master enterprise management concepts and advanced management methods and technologies, improve employees' professional skills and comprehensive quality, greatly develop employees' potential, and continuously improve work efficiency and quality. Therefore, attaching importance to employee training is an effective way to enhance the competitiveness of enterprises.

Panasonic has a famous saying: "Before producing products, talents come first", and its founder Kōnosuke Matsushita even emphasized: "A talented entrepreneur always takes the opportunity to put the training and training of employees on the important agenda. In the modern economic and social background, education is a "trump card". Whoever owns it predicts success. Only fools or people who voluntarily push their business to the cliff will turn a deaf ear to education. "

At present, many domestic enterprises have begun to take the development and training of human resources as an important development strategy. For example, Lenovo and Haier have established training centers or universities. Therefore, we should dialectically see that the training of employees will lead to a relative increase in the absolute value of the development cost of human resources, but at the same time it will also bring about a substantial increase in the efficiency of the use of human resources and a substantial decline in the use cost.

6, reasonable design salary brewing, stable employees.

Under the condition of market economy, the stability of personnel is relative and the mobility is absolute, but the mobility should be within a reasonable range. Otherwise, the abnormal loss of employees will not only take away resources such as technology and market, but also form direct loss costs, and even affect the morale of other employees and the normal operation of the whole organization. Enterprises need to keep the team relatively stable, and the rapid flow is not conducive to the continuation of work and career development. It is conceivable that time, energy and the resulting costs are consumed by constantly recruiting and training new employees. To stabilize the workforce, it is undoubtedly an important way to moderately improve the salary and welfare benefits. Therefore, it is necessary to design a reasonable salary system to stabilize the team. Strengthen its incentive function.

7, create a good environment, enhance the work force.

A good working environment and corporate culture can effectively enhance the sense of identity and cohesion of organization members, promote mutual understanding, and form a harmonious interpersonal relationship and group psychological atmosphere, thus mobilizing the enthusiasm of individual employees, reducing internal friction among individual members and forming a joint effort. Reduce the cost of human resources and improve efficiency. Enterprise employees often come from all corners of the country, with different races, nationalities, languages, living habits, values and cultural characteristics, which leads to the inevitability of conflicts between their values and cultural views. Such conflicts will be reflected in their work to varying degrees, which will bring discordant notes to the development and management of human resources and increase the cost of human resources. Therefore, enterprises should actively improve the working environment, strengthen the construction of corporate culture, and realize the overall harmonious development of organization and individual management through cultural guidance, standardization and cohesion of people's enthusiasm and creativity, and improve costs and benefits.