How do enterprises optimize the human resource structure system?

In my opinion, the second step to do a good job in human resources planning is to estimate the future human resources needed and make a good forecast of the demand and supply of human resources. The demand for human resources in the future is determined by the business objectives and development strategies of enterprises. In most cases, the overall goal of the organization and the business scale forecast based on it are the main basis for determining the human resource demand of the organization. Therefore, human resource planning must be coordinated with other strategic, operational and financial planning. In this process, we should pay attention to the following points:

(1) According to the annual business and financial planning indicators of the enterprise, combined with the existing employee status of the enterprise, especially the employee turnover rate, calculate the annual total human resources and structural indicators classified by job type, position and position;

(2) put forward specific plans for new recruitment, compressed dismissal, laid-off diversion and job transfer during the year;

(3) The manpower demand plan should include the required quantity, quality and talent quality requirements.

Doing the above three points well, the human resources department can begin to predict the demand of human resources. When forecasting the demand for human resources, we must pay attention to the following points:

Do you need to know whether the personnel requirements have been analyzed in detail before the demand forecast?

Is the demand for personnel temporary?

Is it up to the leadership to make a temporary decision to introduce personnel?

According to job analysis, posts and personnel are fixed, which is the principle of demand forecasting.

Inventory of human resources status quo

Determine the workload and intensity of each department and post.

Analyze the growth trend of business volume

Draw a future manpower demand map

Forecast retirement, mobility, historical and future mobility rates.

Summary: Total demand of human resources

After predicting the demand of human resources, we should also predict the supply of human resources, that is, estimate the number and types of available personnel in the future. When forecasting the supply of human resources, we should carefully evaluate the current situation of employees in enterprises and their flow patterns, that is, turnover rate, transfer rate and promotion rate.

When forecasting the supply of human resources in the future, the first thing to be clear is the characteristics of internal personnel: age, level, quality, qualifications, experience and skills. It is necessary to collect and store information about development potential, promotion, career goals and training plans adopted. Skill file is an effective tool for forecasting personnel supply. It contains information about everyone's skills, abilities, knowledge and experience. The sources of this information are job analysis, performance evaluation, education and training records, etc. Skill files can be used not only for human resource planning, but also for determining the transfer, promotion and dismissal of personnel.

To predict the future supply of human resources, we should not only consider the current supply state, but also consider the flow mode of personnel within the organization, that is, the flow of personnel. Personnel flow usually takes the following forms: death, disability, retirement, resignation, internal transfer, etc. To plan human resources, we need to know the turnover mode and turnover rate, including turnover rate, transfer rate and promotion rate, which can be calculated by stochastic model. The turnover rate of employees in an enterprise, that is, the ratio of employees who have resigned to the total number of employees in a certain period, is obtained by the following formula: the average number of employees who have resigned in that year/the number of employees * 100%.

Therefore, to do a good job in forecasting the supply of human resources, we must pay attention to the following points:

Does the human resources department know about the talent market?

Has the company established a reserve resource reserve?

Are there many temporary calls or temporary recruitment?

External market: the supply of suitable human resources

Attraction of intangible assets of the company to local talents

The attraction of the company's salary policy to human resources

External geographical and political factors

Strategic progress of competitors

Educational factors and the provision of new resources

National development level and employment level

Summary: human resource supply