What should I do if I am newly hired for my third job? Five social insurances and one housing fund?

The comprehensive review of the third subject is a material analysis question. Generally, a large material is given, and the following four questions are answered. Passed with 60 points out of 100

(1) Overview of CZ Electric Co., Ltd.

Wenzhou CZ Electric Co., Ltd. currently has more than 500 employees. Located in an industrial zone on the outskirts of Wenzhou City, Zhejiang Province, the boss is named Chen Zheng. The company was founded in 2002, and all the shares belong to Chen Zheng alone. The company produces and operates high-voltage battery products specifically for the heavy machinery industry, 98% of which are exported abroad. The main markets are concentrated in the United States, the United Kingdom, Germany, Japan and Australia. CZ Electric Co., Ltd. is the largest domestic manufacturer of industrial high-voltage battery products. It is also one of the three largest manufacturers in the world.

Currently, the company has a general manager named Zhang Xiong, who is 60 years old. He has old ideas and poor work ability and is unable to take on important responsibilities. The company has huge problems - management is very chaotic. For example, after accepting a large number of orders, it either cannot produce on time, or cannot ship as per the time specified in the contract because the product quality and technology do not meet the requirements. Faced with a large number of orders, Shipments were delayed or canceled, and customers asked the company to compensate for the losses. As a result, the company's profits became very meager. Due to long-term management chaos, the company suffered serious losses. In 2012, Chen Zheng had already found a buyer and wanted to sell CZ Electrical Co., Ltd. sold. But after all, it was his years of hard work. Chen Zheng wanted to try hard again. After all, CZ Electric Co., Ltd. had a good customer base and there was no need to worry about order issues. Therefore, he wanted to hire a new general manager to open up the company's management and achieve success. The company’s “second venture”.

(2) Interview

Recommended by a headhunting company, professional manager Wang Li came to CZ Electric Co., Ltd. for the first time at the end of 2012. Through a brief contact, Chen Zheng felt that Wang Li was very suitable to become the general manager of CZ Electric Co., Ltd. because of his sharp mind, quick actions and very organized thinking.

After the interview, Chen Zheng took Wang Li around the factory. Wang Li discovered that this company had no problems in terms of the scale of its production lines or the office conditions in its office buildings. In terms of hardware facilities, they are comparable to the first-class enterprises in Shenzhen. Chen Zheng and Wang Li were very speculative in their talks. The two sides reached a consensus on cooperation almost that night. The next day, Chen Zheng and Wang Li discussed an employment contract together. The two parties agreed to draft a draft of the contract first and wait for Wang Li to formally come to work in the company before sealing and signing it. The next day, Chen Zheng summoned all the company's cadres. At the meeting, Wang Li was appointed as the company's executive deputy general manager to preside over the daily work of the company. The reason why Chen Zheng did not let Wang Li serve as general manager immediately was because Wang Li had just arrived and was not familiar with the production machine products. He suddenly became the general manager. The manager may be under too much pressure. In addition, he doesn't know what Wang Li's actual working ability is. If his working ability is not good, such a high position will inevitably have a negative impact on the entire enterprise.

(3) Human resources status of CZ Electric Co., Ltd.

The day after the appointment document was issued. Wang Li began to fulfill his duties as executive deputy general manager. His first task was to comprehensively understand all aspects of the company. At the first weekly company meeting he hosted, Wang Li had a very bad feeling: The quality of senior leadership is too poor. For example, the local dialect of Wenzhou is used in meetings, and Wang Li, a native from other provinces, cannot understand a word.

A month later, Wang Li discovered that CZ Electric Co., Ltd. was a purely family-owned company, with strong blood ties and nepotism among the middle and senior leaders. The first level of blood relationship, such as the company's production director Ma Qifu is the son of Chen Zheng's uncle, the export manager Chen Dan is Chen Zheng's daughter, the chairman's assistant Chen Ming is Chen Zheng's son, etc. The second level of nepotism, such as the president Engineer Deng Shouguo is the old factory director of Chen Zhengyuan's state-owned unit, and the administrative manager Luo Daozhi is an old colleague of Chen Zhengyuan's state-owned unit. In addition, there is widespread kinship and nepotism among ordinary staff and employees. The biggest characteristic of family members is that they have bad tempers, are difficult to communicate and cooperate, and do not abide by the various rules and regulations of the company. They have a sense of superiority and a tacit privilege in the company. They directly communicate with the boss when there is something, and never refer to their direct reports. The boss takes it seriously.

The company, like other formal enterprises, has a party branch, a youth league branch, a women's federation, and various organizational structures. But what is different from formal enterprises is that whether they are Party branch secretary, Youth League branch secretary, trade union chairman or Women's Federation director, they are all held by family members.

Family members are "royal relatives" in the company and have many "royal" privileges. Although these privileges are not written into the formal management system, they are constantly revealed in actual work and exert a huge influence.

Wang Li checked the "Employee Roster" of the Administration Department. In a company with more than 500 employees, 90% of employees have primary school and junior high school education, 9.8% of employees have high school, technical secondary school and vocational high school education, and 9.8% of employees have college education. Accounting for 0.2%, there are only two college graduates in the company. Most of the middle and high-level cadres have junior high school diplomas and only 4 high school graduates. Among the 10 technical staff in the R&D department, none of them has a college degree. All technical staff have a college degree. The staff are all craftsman-type talents, that is, they have grown up learning skills from masters since childhood. More than half don't know how to use a computer. Most workshop directors and department managers are directly promoted from ordinary employees. Lack of management capabilities, no one has received standardized management training from formal enterprises. In addition to the low quality of personnel, there is also a serious problem - the management and technical staff are too old: general manager Zhang Xiong, production director Ma Qifu is 58 years old, deputy general manager of finance Gao Tiancheng is 57 years old, chief engineer Deng Shouguo is 70 years old, and the R&D department Manager Zheng Caiwu is 59 years old, and 8 of the ten engineers in the R&D department are over 55 years old. When Wang Li inspected the production lines in each workshop, he also found that many ordinary employees were also older. According to the "Employee Roster", there were actually 3 ordinary employees over 40 years old in the company's production lines, and the average number was between 30-40. There are actually 98 employees, which is very different from the young faces in the production lines of foreign-funded enterprises in Shenzhen. Due to the low quality and older age of the personnel, many jobs cannot be carried out.

In CZ Company, the daily operations of the entire company are decided by Chen Zheng alone. Even small matters such as how many notebooks the administrative department will purchase this month have to be decided by Chen Zheng himself. Every day, Chen Zheng’s office is bustling with people. From the deputy general manager, factory director, and chief engineer to the workshop director, warehouse keeper, and janitor and security department, all report directly to Chen Zheng. All new product projects sent by customers are handled by The boss personally undertakes all the important order negotiations, and Chen Zheng personally pays the monthly wages to middle and high-level cadres.

After entering the company for a month and a half, Wang Li has fully understood the basic situation of the company. He concluded that the management level of CZ Company is at least decades behind that of foreign-funded enterprises in coastal areas. Wang Li is eager to go to the company. Breaking an old order and establishing a new order, I hope that the reform led by myself will achieve great success and realize my own life value.

(4) Major personnel changes

The most serious problems of CZ Company are the family-oriented business, corporate culture and Chen Zheng’s own backward concepts. Wang Li decided to start with the reform of organizational structure, leadership quality and establishment of rules and procedures. Starting from August 2013, people in the company were in a state of flux and rumors were spreading. Dissatisfied veteran heroes complained loudly and pointed the finger at the newly arrived general manager Wang Li through various channels. In daily work arrangements and coordination, Wang Li also felt hostility and lack of cooperation. But no matter what, the reform was actually promoted. During the advancement process, Wang Li sought the support of Luo Zhidao, the manager of the administrative department, Cai Zhengming, the manager of the quality department, Fan Wenbo, the new chief of the planning department, and Jia Pingwen, the chief of the material department. support. Reform cannot be carried out alone and must be supported by others. However, judging from the current situation, only 10% of the people support the reform. Opposition forces account for 80%, and the other 10% have a wait-and-see attitude.

In the process of advancing reform, the most difficult thing is communication with middle and senior leaders. The ones who had difficulty communicating were factory director Ma Qifu and general manager Zhang Xiong. There are 6 senior managers in the company: Chen Zheng, Wang Li, general manager Zhang Xiong, production director Ma Qifu, deputy general manager of finance Gao Tiancheng and chief engineer Deng Shouguo. Every meeting was a stimulating debate between Wang Li and four people, and no formal resolution was reached at all. The middle-level leaders have a submissive attitude, and the assigned work is not implemented at all. Grassroots employees do not understand, trust and are indifferent to the reform. The reform has been implemented for more than a month, but the thunder is loud and the rain is small, and 90% of the work cannot be started or cannot be completed on time. Wang Li felt isolated and helpless. Wang Li increasingly realizes that in the current situation where die-hards occupy all important positions in the company, it is impossible for reform to succeed. The first step in reform must be to "change" people. Wang Li decided to increase efforts to introduce new people and introduce fresh blood.

In early August 2013, Wang Li arranged for the administrative department to place recruitment advertisements on TV stations and newspapers in Zhejiang Province. The positions recruited include chief engineer, R&D manager, production director, warehouse management section chief, financial department manager, workshop director, There are more than ten positions such as mechanical engineer, electronic engineer, engineering section chief, and foreign trade salesperson. Soon the recruitment advertisement was effective, and application letters were sent from all over Zhejiang. In just three months, Wang Li replaced 40% of the company's middle and senior leaders. Among the 26 middle- and senior-level leaders, 11 are “airborne troops” who are new to the company. External leaders account for 43% of the company's middle-level and above leaders, completely breaking the company's original closed leadership structure of 100% locals. During the period from September to November 2013, the Administration Department posted a "Personnel Appointment and Dismissal Notice" almost every week, and every week someone went through the resignation procedures or joined the company. And Wang Li asked the human resources department to handle the onboarding procedures for employees in a standardized manner. We also purchase five insurances and one housing fund for our employees.

One after another, opponents of the reform or those with insufficient ability were dismissed and dismissed, one after another new people were appointed, and cz company was undergoing tremendous changes. Starting from October 2013, all department leaders under the new management system have been in place and have all started working. The new organizational structure is officially operational. The new system showed many incoordination and inadaptability, but Wang Li knew that this was a running-in period, and as long as this period passed, the entire system would operate normally. As of the end of December 2013, CZ Company's new management structure and operating mechanism have been established and are operating normally. What's more important is that the leaders of new companies and the original "reformists" within the company have gradually united to form a powerful reform camp. The entire company also shows a good trend of healthy development. Chen Zheng decided to fulfill the promise in the "Employment Contract" signed with Wang Li - Wang Li was officially appointed as the general manager of CZ Company.

(5) Net-cutting operation

There are three big networks within CZ Company - family network, regional network, and kinship network. After Wang Li came to CZ Company, every time he took a measure or implemented a plan, the first thing he encountered was the obstruction of the three networks. Wang Li decided to take action to cut off these three nets. The first network - the family network. There are a large number of family members within the company. There are more than 40 relatives and relatives of Chen Zheng up and down. They formed a strong and huge family network. Wang Li divided the family members into three categories: the first category is the elite category, which are young, passionate, and highly intelligent, such as Chen Dongming and Chen Dan; the second category is the real power category, which has certain work ability and experience and is currently working in the industry. Those who hold important positions in the company, such as Deputy General Manager of Finance Gao Tiancheng and Purchasing Department Manager Ma Qifu, are characterized by their older age, lower education, and aging knowledge, and are no longer suitable for the needs of corporate development. The third category is the ordinary category, that is, those who hold general positions in the company, do not have many advantages in work ability and experience, have low academic qualifications, are older, and do not have much development prospects, such as Zhao Yun, a statistician in the administrative department, and a finished product warehouse manager. Member Jiang Ping and more than 20 people.

In order to cut off this family network, Wang Li discussed his ideas in depth with Chen Zheng: Wang Li suggested to Chen Zheng that for the first type of family members, they should be sent to colleges and universities to study and receive three-year education. Four years of modern formal education will enable them to become talents with modern management ideas. After completing their studies, they can become the successors to the company's top positions in the future; for the second type of family members, they can be retained temporarily, but their replacements must be found at the same time. Once the conditions are ripe, they should be allowed to leave their management positions. The company can set up a corporate supervisory committee and let them all join the supervisory committee to supervise the work of various departments of the company, especially the financial work, but not participate in the daily management of the company; for the third category of personnel, they can be asked to leave immediately because They hold relatively low-level positions. It is easier to find a replacement, and even if you leave, it will not have any impact on the overall work of the company. Chen Zheng strongly agreed with this, but after the actual implementation, Wang Li's evaluation of the entire "net-cutting operation" was: the first net was not completely cut; the second net was cut very successfully; and the third net was cut by himself The cut part. Among these three nets, the first net is the most harmful. What Wang Li wants to do most is to send Chen Dongming and Chen Dan out of the company. After the failure of the net-cutting operation, Wang Li realized that he had underestimated the power of familialization at the beginning.

(6) Talent introduction

CZ Company has never had a set of human resources planning and long-term human resources strategy, and Chen Zheng has never seriously considered the company's personnel structure.

Middle leaders are either promoted from ordinary employees or arranged to be relatives of the boss, and senior leaders are promoted from among middle leaders. As a result, the overall quality of middle and senior leaders is no different from that of ordinary employees. Therefore, the leadership quality of CZ Company is at a rather low level. Chen Zhenghe's senior leaders of the company have never regarded human resources as a more important resource than capital, technology, equipment and factories, and they have not even understood what "human resources" are. With the continuous advancement of reform, new human resource needs have emerged in many positions, and the existing leaders and technical personnel in some positions have shown obvious lack of ability. Wang Li discovered that the biggest problem currently existing in the company is still the lack of human resources, and all other resources depend on this basic resource. After discussing with Chen Zheng, Wang Li and Chen Zheng decided to conduct another talent recruitment and use this second round of talent introduction to bring in more new people to impact the company's original personnel structure.

In order to avoid a simplification of the talent structure, Wang Li decided not to recruit in the local talent market in Wenzhou. Instead, he personally recruited from areas with dense manufacturing talent such as Shanghai, Hangzhou, Suzhou and Shenzhen. Wang Li wanted CZ The company has become an enterprise with people from all over the world and a diversified structure. It has become a culturally diversified organizational model like the United States. It has completely broken the original personnel structure of CZ Company, broken the family network, and established a new personnel structure and normalcy. working order. Starting from January 2014, Wang Li began the second round of large-scale talent recruitment. From January to May 2014, one of Wang Li's most important tasks was recruiting talents.

With the changes in the company's personnel structure, many work arrangements have been significantly improved compared to before, and the work can be executed immediately after being arranged. The arrival of new people has brought about the "catfish effect". The old people have great pressure and sense of crisis, and have changed their original loose and free working attitude. However, due to the replacement of so many cadres and technical personnel in a short period of time, there has been a serious disconnect in many tasks in the R&D, quality, and production machine procurement departments, especially in the technical work.

(7) Reform pains

In January 2014, CZ Company’s sales were far below the set target. The whole company was criticized for Wang Li's reform. Because Ji Weiping, the new quality department manager, had an inaccurate grasp of quality standards and lacked experience, 1,500 boxes of goods were reworked. In addition to production and quality problems, there is also outstanding instability in personnel. The turnover rate of workers on the production line is high, and there are too many newbies, which leads to a series of problems in production technology.

This put Wang Li in an embarrassing situation and made Chen Zheng question Wang Li's ability to work. At the same time, since the R&D department was reformed, due to poor work coordination and high staff turnover, the development progress of many new products has never kept up with the company's needs, causing strong dissatisfaction among relevant departments within the company. Wang Li also modified the company's "Capital Management System" in December 2013 so that all employees can enjoy overtime pay. However, this measure has had a negative impact. Many people postpone the work that can be done normally to after work in order to compensate for overtime pay, causing the overtime pay of company employees to rise sharply. Only three months after the promulgation of this regulation, overtime pay for all employees reached 35% of total wages, causing the company's management costs to rise rapidly. Under pressure, Wang Li canceled overtime pay for employees in April 2014. As a result, another negative effect appeared. Since no one worked overtime at night and Sunday, the progress of many new products was seriously hindered, and many technical failures were also delayed, which directly affected the company's overall work. This incident cast a shadow in Chen Zheng's mind, a shadow of serious doubts about Wang Li's ability. Gradually, a wave of opposition to Wang Li emerged within the company.

(8) Personnel Disaster

Although the company's sales began to rise in April 2014, there were more and more rumors and slander against Wang Li. Starting from August, Chen Zheng's attitude towards Wang Li also changed. He no longer went to Wang Li to discuss anything. Instead, he made his own decisions or directly discussed with the factory director and department manager. Wang Li didn't even know what the arrangements were for work. When Wang Li went to make arrangements, he often caused a lot of misunderstandings and jokes. Chen Zheng never took the initiative to talk to Wang Li. Wang Li decided that he should take the initiative to talk to Chen Zheng once. Chen Zhengyin told Wang Li with a sullen face: "The factory management has been chaotic recently, and there are problems everywhere. Many supervisors have come to me crying and complaining. I think you have many problems in recruitment, employment, system design and overall management.

The company currently has many problems in various aspects, and as the general manager, you should bear the main responsibility. "But when Wang Li further asked what exactly was the problem, Chen Zheng hesitated and couldn't answer. Starting from April, for several months, the two of them did not have a real conversation. communication in a meaningful way. On December 3, Chen Zheng talked to Wang Li and handed it to Wang Li a "Work Appraisal of Mr. Wang Li." The appraisal affirmed that Wang Li's work performance had improved the company's profits and There has been a certain improvement in output value, but there are also certain problems: the work of the R&D department is seriously lagging behind, and the development of new products is not well managed. The company's staff turnover is too high, which has caused many problems. As the general manager, He does not know much about technology, is not familiar with production processes and products, and is not qualified for technical leadership. There are many conflicts in the company's departments, and he has not coordinated well as the general manager. Therefore, the company decided to terminate the "Employment Contract" with Wang Li and remove Wang Li. On December 4, 2014, Wang Li left Wenzhou and ended his career as general manager of CZ Company. After Chen Zheng left, CZ Company's production, procurement, R&D, sales, quality management and other aspects showed a change. A healthy operating state. Slowly moving from an "abnormal enterprise" to a "normal enterprise"

1. What was the current situation of CZ Company's human resources before Wang Li joined the company? (20 points) )

2. Generally speaking, what procedures should companies adopt to promote organizational structure changes? (20 points)

3. Wang Li’s reference for CZ Company’s human resources reform What are the advantages? (30 points)

4. What problems does Wang Li have in CZ Company’s human resources reform? (30 points)

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