What should human resources inventory be?

I. External economic environment. As we all know, the past year has been an unusual year. We have experienced the world economic crisis. As far as human resource management of some export-oriented enterprises is concerned, they have experienced layoffs and salary reductions in the past year. If we had foresight and made some preparations in advance, we wouldn't be in a hurry. It is conceivable that it is very important for us to predict the economic environment. Understanding the external economic environment is mainly to understand the country's main economic policies and economic development trends, as well as international economic trends. It is necessary for our human resources manager to understand the economic environment when planning human resources. If we expect the economic situation to improve next year, then we may expect the company to face the pressure of recruitment and training next year, and of course there are other pressures. Second, the company's development strategy and objectives in the next 1-3 years. Third, the company's talent changes or trends in recent years. The main consideration here is to analyze the past talent flow, understand the past brain drain rate, including the post structure and skill structure of brain drain, and understand the recruitment time of important positions. Considering these factors is to make a better recruitment plan. Fourth, the supply and demand of external talent market, especially the characteristics of local talent market. When taking stock, knowing the supply and demand of the external talent market is mainly helpful for us to better understand and cherish the internal talents and provide a basis for training and recruitment planning. V. Consider the rationality and effectiveness of the company's current organizational structure and post setting. The rationality and effectiveness of organizational structure and post setting will directly affect the correctness of our rank and skill inventory in human resources inventory. First, the inventory of the talent structure of the whole company is the basic content of our human resources inventory, which mainly includes: age, education, specialty, skills, etc. Second, we must do a good job in the inventory of post successors. In this regard, some enterprises have not done it, and some may have done it incompletely. Some may only count the management, not the grass-roots management and employees. How should we evaluate successors? First of all, we should know the successors of the company's top leaders and middle managers. Secondly, we should know how long it will take the successors to be competent for their posts, and what their professional goals are. When we get to the middle and high level, we feel that it is not enough. We should also instruct our human resources department to become the successors of grass-roots managers and employees. The purpose of doing this is to let the management, especially the middle managers, understand the talent structure below him and have a solid foundation for our human resource planning. Third, it is necessary to take stock of the brain drain in the past. Brain drain is to take stock of the position structure, skill structure, length of service structure, age structure, gender structure and educational background structure of brain drain in the company. Fourth, we should take stock of the past recruitment in place, mainly counting the vacancy time, recruitment in place time and recruitment plan achievement rate. Five, let's take stock of the source of talent: