What is "one table and one post" for human resource management major?

The enterprise's competency management model emphasizes the cultivation and improvement of employees' core quality and ability, and the matching of employees' ability and position (that is, the mutual adaptation of people's quality and work) to carry out human resource development and management practices such as employee selection, appointment, training and performance improvement. The key success factor to ensure the continuous success of enterprises is the core quality and ability of employees. Competency-based management is realized through the integration of employees' abilities and qualities, and the core competitive advantage thus formed is difficult for competitors to imitate and copy in a short time. It is an effective way to implement competency management to manage a series of value chains, such as enterprise human resources value creation concept, value evaluation tools and value distribution system. The successful practice of "one post, one table" competency performance management model of Guangdong Expressway shows that competency management can meet the strategic objectives of enterprises only by implementing the core values of "quality and ability first" and under the joint action of the four elements of human resource development and management: mechanism, system, process and technology. Key words: competency-based management mode, competency-based matching, integration of employees' ability and quality, key success factors, unique core competitiveness, value chain management, priority of quality and ability, penetration of core values, self-achievement orientation, heteronomy management and self-discipline management. The competency-based management model of enterprises emphasizes the promotion from competency-based management to people-oriented management, which is an innovation in the development and management of human resources in enterprises. Guangdong Expressway Development Co., Ltd. (hereinafter referred to as "Guangdong Expressway"), as the only listed company of Guangdong Communications Group, has always attached great importance to introducing advanced and scientific management methods to improve the management level of enterprises. As a management consultant of Guangdong Expressway Development Co., Ltd. (referred to as "Guangdong Expressway" for short), the author took the lead in advocating the scientific management concept of human resources from competency-based management to people-oriented management in the management research and practice of "Guangdong Expressway", and together with the partners of "Guangdong Expressway", initiated the "one post, one plan" capability performance management model in China and successfully practiced it. This management model emphasizes the overall strategic thinking of human resource management based on "people-oriented, developing ability and improving performance", and pays attention to the strategic practice of human resources to improve work performance by developing employees' quality and ability. In order to implement the company's overall strategic thinking of "people-oriented, developing ability and improving performance", Guangdong Expressway conducted corresponding post analysis and research on 200 1, optimized and integrated all the posts in the company according to the principles of simplification, standardization and standardization, and quantitatively ranked the relative importance of each post after optimization and integration. The development of "post analysis and research" has played a very good role in promoting the scientific operation of the company's workflow and the standardized setting of posts, especially the standardization and improvement of the company's employee compensation management. At the same time, "Post Analysis and Research" has established a "job description" (standardized documents such as job objectives and responsibilities) for all positions in the company, describing in detail the work flow of each department, the quality and ability of each position, job objectives and responsibilities. In order to further improve the company's human resources management, improve the quality and ability of the company's employees, comprehensively improve the work performance of all employees, and strive to improve the overall performance of the company, in 2002, Guangdong Expressway conducted a scientific study on the performance appraisal system of employees. Combined with the job descriptions obtained in the previous stage of "job analysis and research", the functional benchmark specifications (standardized documents for different positions' quality and ability requirements) and work benchmark specifications (standardized documents for different positions and different performance dimensions requirements) corresponding to the job descriptions of each position are established. In 2003, "Guangdong Expressway" improved the enterprise recruitment system and employee training system. The external and internal employment of enterprises is based on the evaluation of the quality and ability of employees. In order to ensure the scientific evaluation of employees' quality and ability, the "database of employees' quality and ability examination" (a standardized document required for employees' quality and ability evaluation) is specially designed, which involves 50 evaluation indicators in five aspects: role awareness of each post, management quality of different levels, emotional intelligence of different levels, occupational safety of different levels and simulation of work scenes of various departments. The formulation of employee training plan comes from the analysis of organizational training needs, task training needs and personal training needs. Among them, the task training demand analysis puts forward different quality and ability requirements for each position according to the work objectives and characteristics of each position, establishes a list of knowledge and skills based on ability and performance for different positions (standardized documents of knowledge and skills requirements for completing key performance of positions), and tailors corresponding task training courses (standardized documents of job training content requirements) for each position. The establishment of these standardized human resource cost management documents has laid a good foundation for improving the quality and ability of employees and promoting the improvement of the company's cost management level [2].