How to write a personnel investigation report

How to write a personnel investigation report

For a situation, an event, an experience or a problem, through the investigation and understanding of its objective actual situation in practice, all the situations and materials learned in the investigation are analyzed and studied to reveal the essence. The following is the writing of the relevant materials in the personnel investigation report I compiled for you. Welcome to read!

How to write the personnel investigation report? 1. Definition

The so-called human resource management is the whole management process and activities of acquiring, maintaining, motivating, using and developing human resources. Generally speaking, good human resource management helps the organization to achieve the established goals, assist the organization to complete the development plan, effectively use the ability and technical expertise of personnel, enhance the work morale of the members of the organization and stimulate their potential, satisfy their sense of self-realization and increase their sense of job accomplishment, and assist the person in charge of the enterprise to make correct decisions.

Second, the status quo of human resource management in state-owned enterprises in China:

At present, due to the initial establishment of China's market economy system, the human resource management system of state-owned enterprises is still far from perfect. With China's entry into wto, the domestic and international competition faced by enterprises is more intense. Under this dual pressure, many problems existing in the human resources management of state-owned enterprises in China are exposed:

1. Under the influence of the planned system, the national personnel management is divided, artificially creating obstacles to labor mobility.

Personnel management in China is carried out by the Ministry of Personnel, the Ministry of Labor and organizations at all levels. The management scope of the three departments has its own emphasis. The organization department is in charge of cadres, the personnel department is in charge of ordinary state workers and the labor department is in charge of ordinary workers. For their own interests, various departments set various restrictions on the transfer of personnel within their own management scope, which led to the division of personnel management departments across the country.

Because the management scope of the three departments is not clearly defined, and with the deepening of market economy reform, the turnover of personnel is more frequent, this artificial obstacle will inevitably increase the labor cost of enterprises.

2. Many state-owned enterprises in China are backward in talent concept and people-oriented management concept, and the brain drain of senior talents is serious.

Because the development of enterprises in China has been restricted by the bottleneck of funds for a long time, most enterprises in China are still in the material-centered development stage. The leadership did not attach importance to the role of human resource management, and the role of enterprise personnel management was not fully exerted, and the enthusiasm and creativity of employees were greatly suppressed. Especially for some senior talents, with the influx of foreign capital, the generous treatment and corporate environment of multinational companies have attracted many senior intellectuals, resulting in the brain drain of state-owned enterprises.

3. The unclear rights and responsibilities between the government and state-owned enterprises lead to the lack of personnel management rights of state-owned enterprises.

There has always been a close relationship between enterprises and the government. One of the key points in the reform of state-owned enterprises is to deal with the relationship between enterprises and the government. However, after 20 years of reform and exploration, the relationship between government and enterprises is still unclear. Although state-owned enterprises have the power to formulate internal personnel management policies, due to the constraints of national personnel management policies, there is little room for manoeuvre in personnel policies and employment cannot be guaranteed. The government is constantly interfering with enterprises intentionally or unintentionally, which leads to the gradual loss of attractiveness of state-owned enterprises in the labor market and the loss of a large number of talents from state-owned enterprises.

4. Unreasonable use of human resources

At present, there are "high consumption" and "low consumption" phenomena in state-owned enterprises. "High consumption" refers to the fact that the enterprise's employment standards exceed the requirements of job analysis, such as recruiting master students to do the work that high school students can do, because enterprises are proud of recruiting highly educated talents or in order to achieve the talent ratio structure set by superiors, regardless of the actual employment needs of enterprises. "Low consumption" means that enterprises can't meet the requirements of their posts, because some enterprises blindly pursue low costs, or some enterprises engage in nepotism, not taking ability as the standard and taking people as relatives. "High consumption" wastes talents, increases costs, and often has a high turnover rate. "Low consumption" will affect the competitiveness of enterprises and limit their development.

III. Countermeasures and Suggestions

First of all, state-owned enterprises should establish a "people-oriented" management concept. Human resource management is the key to enterprise management. The economic activities of any enterprise depend on people, money, things and information. Among them, people are the first factor, and other factors are controlled and manipulated by people. Only through the use of people can we create value and generate profits. Therefore, human resource is the foundation of an enterprise, and human resource management is the core of enterprise management and the key to all aspects of enterprise management. Scientific human resource management can correctly handle the relationship between division of labor and cooperation, mobilize people's enthusiasm, create a good organizational atmosphere, and thus give play to the strength of the group.

Secondly, we should introduce competition mechanism and risk mechanism. In the case of a large number of redundant staff, bloated institutions and low efficiency in state-owned enterprises, it is particularly important to introduce the mechanism of competition and risk. The so-called competition mechanism means that the optimal combination of human resources within an enterprise is completed and realized through competition, which includes various categories such as competitive recruitment for posts, competitive recruitment for job changes, and competitive recruitment training. This is a competition of performance, but it is also a competition of ability. The risk mechanism includes post risk, post change risk, training risk, short-term risk and long-term risk.

In addition, it is necessary to establish a scientific human development and employee performance evaluation system, and build a diversified salary distribution mechanism to effectively motivate employees. In the aspect of employee performance appraisal, it is necessary to explore the establishment of a scientific quantitative appraisal system. The appraisal methods and methods have objectives, contents, methods, procedures, standards and requirements, and combine employee performance appraisal with rewards and punishments, so as to truly determine the position, salary, promotion and training of employees according to their work performance and effectively motivate employees to improve their work efficiency. We should also build a diversified salary distribution system. In the salary distribution, we should give priority to managers, professional technicians and scientific and technological talents who play a key role in the development of enterprises, incorporate human capital such as management, technology and knowledge as important production factors into the salary distribution system, and establish an effective distribution incentive mechanism.

Finally, establish a scientific and effective human resource allocation mechanism to maximize the capital value of human resources. Enterprises should break the personnel identity and geographical boundaries in the allocation of human resources such as selecting and employing people, realize the market-oriented allocation of human resources, especially senior management talents and senior technical talents urgently needed for enterprise development, and adopt appropriate methods to optimize the allocation of human resources within enterprises. At the same time, it is necessary to coordinate the relationship with the government, let the government give enterprises the maximum right to appoint talents, and let enterprises realize the optimal allocation of human resources independently.

Private economy is an important part of regional economy and a new growth point. In recent years, Huaying Personnel Bureau has conscientiously implemented the decision of the municipal party committee and the municipal government on further strengthening the development of private economy, consciously extended personnel work to private economic organizations, actively established a working contact system with private economic organizations, and timely coordinated and solved personnel problems in the development of private economic organizations, providing positive personnel services for the rapid development of private economy.

-Bridging bridges for the private economy and expanding communication space. Taking advantage of its extensive contacts and large amount of information, the bureau actively guides enterprises to strengthen cooperation with universities and scientific research institutions, organizes seminars, exchanges and inspection activities, broadens their horizons, broadens their thinking and keeps abreast of information.

-upgrading talents and injecting talent vitality into the private economy. The first is to help the private economy introduce talents. This year, the city successfully held the 2006 public welfare talent recruitment meeting, and introduced more than 80 professional and technical talents for private enterprises, including 10 with senior titles. The second is to help the private economy train talents. This year, the bureau has trained 45 rural practical technical talents, making them gradually become the technical force of agricultural science and technology industry. The third is to serve private economic talents. Since 2004, the bureau has set up an expert service center and opened an expert service hotline to provide policy and personnel consultation and professional and technical post application services for professional and technical talents and experts, including the private economy.

-Personnel agency to relieve the worries of talents for the private economy. The bureau actively confirms the file and identity of the private enterprise custodian, calculates the number of years, files a salary adjustment, and handles the employment recommendation of the personnel who terminate the employment relationship with the unit. By the end of June 2006 165438+ 10, the bureau had provided more than 350 personnel agency services for private enterprises, which promoted the rational flow and allocation of talents.

-setting up a fund to strengthen the correct orientation of personnel training in the private economy. The bureau actively made suggestions and won support, and the city set up an enterprise talent training fund.

Although a lot of solid work has been done in serving the leap-forward development of private economy, there is still a big gap compared with the requirements put forward by the vigorous development of private economy for personnel work. There is an urgent need to realize four changes in service methods and approaches.

-changing micro services into macro services, and striving to meet the overall requirements of the private economy. Personnel departments should incorporate the introduction, training and use of talents needed for the development of private economy into the overall planning of human resources development, intensify their work, and accelerate implementation in an organized and planned way. It is necessary to speed up the process of market-oriented allocation of human resources, give full play to the basic role of the talent market in the allocation of human resources, and adopt various forms such as special talent recruitment and employment recommendation to transport all kinds of urgently needed talents to private economic organizations.

-changing closed services into open services and focusing on stimulating the greatest potential of the private economy. It is our responsibility to attract investment, establish a perfect information window for personnel and talents, set up a private economic talent assistance hotline, and provide services such as policy consultation, answering questions and recommending talents for private economic organizations, so as to continuously improve the service level.

-change decentralized services into collaborative services, and strive to unite the joint efforts of private economy development. It is necessary to strengthen contact with the Science and Technology Bureau, the Economic and Trade Bureau and the competent departments of the industry, establish a service center to promote the development of enterprises, hire experts and professors to give lectures, carry out industry training and other activities, and earnestly do a good job in cultivating talents in the private economy. It is necessary to establish a contact point system for key private economic organizations. For large private enterprises such as Dachuan Wooden Door, as well as the newly established Huaying Industrial Development Zone, characteristic plate economy and key professional market organizations, the personnel department should clearly designate a special person to contact.

-changing static services into dynamic services and making efforts to innovate the talent mechanism of the private economy. It is necessary to establish a talent evaluation and recommendation center. Adhere to both academic qualifications and qualifications, and timely deliver talents with real talents and practical knowledge to private economic organizations through socialized shift prices. We should give full play to the role of training base, take private economic organizations as an important carrier of employment practice, and broaden the ways of combining production with learning. Private economic units and employees should be included in all kinds of advanced selection scope, and private economic organizations and their related personnel who have made contributions to economic and social development should be commended and rewarded.

;