Enterprise surveys and visits

The author spent nearly a month from "

(1) The enterprise management team is investigated. Firstly, 58 enterprises above designated size (with an annual tax payment of 5 million yuan) and 45 small enterprises (with an annual tax payment of less than 6.5438+0 million yuan) were investigated by questionnaire.

The survey results of enterprises above designated size show that the overall quality of the management team is constantly improving. From the age structure, there are 365 people under the age of 35, accounting for 35.7%; 289 people aged 36-40, accounting for 28.3%; 465438+ 145 people aged 0-45, accounting for14.2%; 46-50 years old 134 people, accounting for13438+0%; 89 people over 50 years old, accounting for only 8.7%. From the perspective of ability structure, there are 62 1 person with professional titles, accounting for 60.77%; Non-professional 40 1 person, accounting for 39.23%. The majority of enterprise managers are in their prime, the proportion of professionals is increasing year by year, and the overall quality of the team is constantly improving.

The survey results of small enterprises show that the overall quality of the management team is poor. From the age structure, there are 136 people under 35 years old, accounting for16.9%; 36-40 years old 189 people, accounting for 23.6%; 465438+ 154 people aged 0-45, accounting for19.3%; 46-50 years old 134 people, accounting for16.8%; There are 187 people over 50 years old, accounting for 23.4%. From the perspective of ability structure, there are 236 people with professional titles, accounting for 29.5%; 564 people are non-professionals, accounting for 70.5%.

(2) Visited the Town Economic and Trade Office and 10 enterprises and small enterprises above designated size. The contents of the survey include: the absorption and management of various technical personnel by enterprises.

(3) Investigated the flow of talents in enterprises.

Second, investigation and analysis, problems and suggestions.

1, the construction of enterprise management team needs to be further strengthened. The construction of enterprise managers is an important part of enterprise human resource management. At the beginning of reform and opening up, most of the small and medium-sized private enterprises in our town developed in the gap between planned economy and market economy. Influenced by the entrepreneurial environment and institutional factors at that time, the success of enterprises was related to the keen vision, personal charm, entrepreneurial spirit and special endowment of business owners. However, the huge opportunities given by the market in the process of system transition cover up the management defects of small and medium-sized private enterprises, especially the human resource management defects of enterprises. During this period, most small and medium-sized private enterprises adopted an individual-centered and family-oriented management model. With the further development of economy and the continuous improvement of the quality of small and medium-sized private enterprise owners and enterprise managers, they also have a more comprehensive understanding of enterprise human resources. More and more enterprises gradually realize that human resource management is of great strategic significance to enterprise development, and set out to make their own human resource planning, which has also achieved certain results. According to the survey, enterprises above designated size pay much more attention to this aspect than small enterprises. Among them, an important sign is that the degree of enterprise management is quite different, and the proportion of managers under the age of 35 is higher than that of small enterprises 18.8 percentage points. At the same time, the management of the enterprise pays more attention to the professionalism of personnel. The proportion of professional and technical personnel in enterprises above designated size reached 60.77%, which was 3 1.27 percentage points higher than that in small enterprises. It can be seen that many enterprises above designated size in our town have also developed from small enterprises. They have clearly realized from their own development that the development of enterprises is closely related to the improvement of the quality of enterprise managers. However, this awareness needs to be continuously strengthened, especially for some small enterprises. At present, in order to solve the management problems, many managers of small and medium-sized private enterprises ask professional consulting institutions to make diagnosis and formulate corresponding enterprise strategic planning and human resources planning. From this point of view, small and medium-sized private enterprises' understanding of the importance of human resource management is gradually shifting from consciousness to practice. It is recognized that talents are the first capital for the development of industrial economy, and the development of enterprises cannot be separated from an excellent team of managers. From the analysis of survey data, many enterprises in our town have put the construction of management personnel on the important agenda, and are taking active measures to constantly adjust the management personnel and continuously improve the overall quality of the management personnel. But there are still some problems that cannot be ignored:

(1) The overall cultural quality is low. A sampling survey on the cultural quality of managers (factory directors) of 66 different types of industrial enterprises in the town shows that master 1 person, accounting for 1.5%, and 2 undergraduates, accounting for 3%; There are 18 people with college education, accounting for 27.3%; There are 27 people with secondary school (high school) education, accounting for 40.9%; There are 18 people with junior high school education or below, accounting for 27.3%.

(2) The team development is unbalanced. Most managers who give full play to the overall function of the team are in enterprises above designated size, but some small enterprises have not attracted enough attention.

2. Enhance the scientific awareness of human resources strategy. According to the survey data, the number of various technical talents introduced in the past three years is on the rise, but it is still far from enough. Judging from the flow of talents in four enterprises above designated size, the flow of talents is still large and the instability of talents is great, which has a certain impact on the development of enterprises. Although small and medium-sized private enterprises are aware of the importance of human resource management, due to the weak management foundation, unclear functional orientation of human resource departments, human resource management departments are inherently inadequate. Although small and medium-sized enterprises can't have a complete human resource management system like large enterprises, their functions are similar, and they all have a series of functions such as human resource planning, recruitment, assessment, training, motivation, assessment, salary, social security, labor relations and so on, which run through the whole process of enterprise management. At present, there are not only few full-time human resource managers in private enterprises in our town, but also the division of labor is not clear (many enterprises do not have human resource managers yet). Even if there is, most of them have not received professional training, and most of them stay in the daily routine management of employee file management, wages and benefits, labor insurance and welfare, which is a typical "static" personnel management centered on "things". Therefore, in order to improve the present situation of human resource management in small and medium-sized private enterprises, it is important that human resource managers must receive professional training and scientifically set up human resource management institutions in enterprises. Among them, it must also get the attention and guidance of the competent departments of township enterprises.

At the same time, enterprise management should fully realize that human resources are the strategic resources of modern enterprises and the key factors for enterprise development, and motivation is an important part of human resources, that is, various effective methods should be used to mobilize their enthusiasm and creativity, so that they can work hard to complete the organizational tasks. Therefore, enterprises must have a human resource strategy, and this strategy must be scientific.

3. The employment mechanism needs to be further improved and standardized. The outstanding problem in the management of small and medium-sized private enterprises is family management. By the end of the survey (the end of March 2007), 680 private enterprises in Hudai Town were absolutely private; In addition, enterprises run by father and son, husband and wife and brothers account for an absolute proportion, and other enterprises are also related. Many business owners believe that the stable development of enterprises must be managed by myself or my family. This is an extremely wrong view. This kind of family management mode used by private enterprises in the early stage of starting a business has incomparable advantages in a certain stage and scope. Such as internal cohesion and unity, to provide credit resources that can be fully utilized. However, when the enterprise develops to a certain stage, its disadvantages are obviously exposed. The historical habit of enterprise development makes them often behave as insecure outsiders, cronyism, over centralization, seniority and so on. At the same time, inbreeding has a small amount of information, narrow thinking, and family members control more resources of the enterprise, which is easy to inadvertently crowd out foreign talents in the enterprise and ignore human capital. Moreover, when this family-owned enterprise develops to a certain extent, it will inevitably lead to the "separation" of the enterprise because of the interest drive, which is undoubtedly unfavorable to the development and growth of the enterprise. Modern enterprises are challenged by technical specialization and management specialization, and it is difficult for private enterprises to ensure the sustainable growth of enterprises only by the original family members.

4. Establish a long-term and effective salary incentive mechanism. In small and medium-sized private enterprises, the salary of external employees generally adopts the method of basic salary plus bonus or basic salary plus commission, which has certain flexibility. This may be good for ordinary employees, or there are not many shortcomings in the early stage of enterprise development. With the development of enterprises and the complexity of talent structure, for core employees, salary is not only a means to make a living, or a means to obtain material and leisure needs, but also a need for people's self-satisfaction and self-esteem. A single salary system can no longer meet the diverse needs of core employees, and enterprises must adjust the original salary system. For example, consider rationally designing the shareholding ratio of core employees, publicizing the market wage level of the same position, increasing training opportunities, increasing additional insurance and welfare, or improving the working environment and providing good holidays and entertainment. Jinlong Environmental Protection in our town is making some attempts in this respect, and making new and beneficial explorations on how to strengthen human resource management for small and medium-sized enterprises in our town.

The success or failure of enterprises in today's world depends largely on the development and management of their human resources. Small and medium-sized private enterprises can only change their non-standard human resource management and family business model: realize the breakthrough of human resource management concept, innovate in the rational allocation of professional managers and technical innovators, fully mobilize the enthusiasm of human resources, give play to their functions, and maximize the overall benefits of human resources. At the same time, make full use of the advantages of small and medium-sized private enterprises in human resource management, such as less organizational levels and market sensitivity; Flexible mechanism is conducive to attracting outstanding talents. Solving the above problems reasonably in the reform practice will greatly improve the present situation of enterprise human resources management, enhance the competitiveness of enterprises and bring new opportunities for the development of private enterprises in XX town.