Changhong's human resource management system?

Changhong, with a brand value of 58.325 billion yuan and one of the top 500 brands in the world, actively introduced the modern human resource strategic management concept, built a human resource management system with "3P" (post management, performance management and salary management payment) as the core, and promoted it in practice, taking an important step in implementing the human resource management procedures of modern enterprises, making human resource management activities become the habit of managers at all levels.

Position management is the foundation.

Large and small posts constitute the cell cluster of the whole organizational structure system, and post management is also the source of all human resource management activities. Changhong has formed a set of reserve talents selection and training scheme for key positions with its own characteristics in human resource management activities, and implemented it as a long-term mechanism. Through qualification examination, ability and quality evaluation and potential evaluation, and referring to the results of performance files in recent three years, the reserve talent pool of key teams such as reserve administration, reserve engineering technology and reserve marketing has been established. The personnel in the reserve talent pool are all backbone talents in the fields of design and development, operation management, marketing and engineering technology. For this kind of talents, the company selects them to participate in full-time study and promotion training in the process of formulating the business strategy of the enterprise, and as a reserve force, establishes a reserve talent post system linked to salary, so as to provide guarantee for better motivating and retaining outstanding talents.

Job management involves job analysis, job description, clear responsibilities and responsibilities, job value evaluation, job appointment and other links. Taking the post appointment system as an example, it is currently adopted by education, health, finance, post and telecommunications, transportation, science and technology and other institutions in talent selection and appointment, and few enterprises have successfully implemented this measure. Changhong, as a large state-owned enterprise group, combined with its own characteristics, has repeatedly engaged in high-level positions such as general manager of regional marketing, general manager of property company, general manager of infrastructure company, hospital director, etc., so as to let more outstanding talents participate in competition activities and deepen competitors' understanding and understanding of the responsibilities, qualifications and work prospects of these key positions.

Performance guidance is the driving force.

Performance management is a management process from performance planning, performance execution, performance appraisal and feedback and application of performance results, which can be called PDCA cycle (see figure).

Effective performance management can guide and motivate human resources to give full play to their work potential and continuously improve their work performance, thus improving the overall performance level of enterprises. Ken blanchard, a contemporary management master, pointed out in his book The Manager in One Minute: In quite a few enterprises, employees actually don't know what the manager or the enterprise expects of them, so they often have a kind of "career preference" in their work, that is, they do too many things that the manager doesn't expect them to do, but they don't do them in areas where the manager expects them to make achievements. This situation is entirely because managers have not set goals for employees, or have not clearly communicated them to employees. This points out a long-neglected problem in employee performance management: in many cases, employees' inefficient performance is not because of their low ability or enthusiasm, but because of the ambiguity of goals.

Changhong before the implementation of the examination and decomposition, first of all, according to the needs of the enterprise business plan, establish the strategic objectives of the enterprise business, sign the responsibility book, and implement it layer by layer. For department heads, quantifiable KPI (key performance indicator) is formulated for assessment, and indicators are designed from four dimensions: corporate finance, employee growth, customers and operation to convey and implement corporate business responsibilities. For the following personnel in charge, MBO (key work plan) assessment and key event assessment are supplemented. Promote the comprehensive performance of individuals and departments by establishing performance appraisal and incentive mechanism. Changhong in the implementation of performance management at the same time, emphasized the performance management must follow four principles:

Principle 1: value guidance. When designing indicators, we should fully consider the consistency between the established performance indicators and goals and the value goals pursued by the organization, and insist on rewarding the excellent and punishing the poor in the assessment, so as to correctly guide the behavior of employees and form a positive incentive effect among employees regardless of rewards and punishments.

Principle 2: Openness, fairness and justice. Performance management should strictly follow its methods and processes, and all performance appraisal results should be supported by performance plans and objectives, and scientifically and objectively evaluated based on objective data and facts.

Principle 3: Compulsory distribution. According to the work groups with similar R&D, management, engineering and technology, the compulsory five-step method is implemented, and according to the assessment results, the compulsory distribution is sorted by S, A, B, C and D. By evaluating the relative values, the performance differences of employees are distinguished, and the development and rational use of talents are promoted.

Principle 4: Continuous communication. Performance communication is an indispensable key link in performance management. Through communication, realize personal performance commitment, guide employees to continuously improve their performance level and realize their own value. At the same time, communication should run through the whole process of performance management, whether it is planning or setting indicators, or in the assessment process, only through continuous communication can we promote the continuous improvement of personal performance and ability.

Salary management is the embodiment of value.

Human resource management activities ultimately belong to salary incentive, and salary incentive is also the embodiment of human value in all activities such as all work processes and results. Industry analysts pointed out that an excellent salary system is to establish a fair, competitive and employee-satisfied salary system, improve employees' work interest and enthusiasm, stimulate employees' creativity, and form a virtuous circle of human resources system. Salary management is closely integrated with enterprise strategy and other modules of human resource management such as position, performance, recruitment and training, so as to give full play to its salary incentive and guidance functions. In addition to ensuring the basic function of employees' living needs, the most important function of salary is to attract talents, motivate and retain outstanding employees, so as to improve the business performance of enterprises and achieve strategic goals. Salary activities mainly depend on three factors: position, ability and performance. In the stage of introducing salary results, Changhong combined with industry best practices, adopted a unified post value evaluation tool, made full use of 14 key driving factors that affected post value, evaluated the value of all non-production posts, formed a post matrix, planned post ranks and bands, and established the salary level of each post sequence.

The effective implementation of salary management should follow "one premise, two fairness and three matching", meet the requirements of the company's financial payment ability, take into account the salary level of employees in similar positions inside and outside the enterprise, and realize the matching of personal salary with the relative value of positions, work performance, total salary and company benefits. In short, we should focus on promoting the realization of the company's strategy and business objectives, and give full play to the incentive and guarantee role of salary management. "Pay for the post, pay for the ability, pay for the performance", Changhong's senior human resources staff training tells Changhong's salary concept in one sentence.

Human resource management is a systematic project, and various professional management modules are inevitably linked together. Among them, the three modules of position, performance and salary are the core contents of human resource management. Efforts to build a human resource management system with "3P" as the core will play a decisive role in the long journey of enterprise development.