Internal relations of human resource value chain

"Value creation" emphasizes the absorption and development of creative elements. It requires people to establish that knowledge innovators, entrepreneurs and employees are the creators of enterprise value, and the leading factors are the ideas of knowledge innovators and entrepreneurs. Although their number only accounts for less than 20% of the enterprise, they have created more than 80% of the enterprise value. Therefore, enterprises must attach importance to attracting first-class talents and enhancing the value of employees through development.

value assessment

The second link is "value evaluation", which emphasizes the establishment of a scientific value evaluation and assessment system, including personality evaluation, professional behavior ability evaluation and key performance indicators assessment.

Personality assessment

It refers to the evaluation of whether employees have the personality characteristics required by a certain position, or "theme characteristics". To evaluate personality traits, we must first establish the quality model of each position within the enterprise.

For example, the development position requires the incumbent to have the personality characteristics of innovation, pursuit of achievement, teamwork, good communication and learning; The pilot position requires the incumbent to have personality traits such as picky, questioning, influencing needs more than affinity needs, influencing impulses more than avoiding annoying impulses. Sales position requires the incumbent to have initiative and sensitivity; Be able to grasp business opportunities and exert influence on others; Withstand setbacks, not afraid of rejection; Good at talking and other personality characteristics. The different quality requirements mentioned above also form the quality model of different positions. On this basis, a corresponding evaluation system can be established to determine whether the relevant employees have the personality characteristics required by a certain position.

Evaluation of professional behavior ability

Refers to the evaluation of whether employees have the work behavior ability or work competence required by a certain job. The premise of professional behavior ability evaluation is to define the role orientation and value requirements of each position after dividing all positions in the enterprise horizontally and vertically, and then formulate the behavior ability standards of each position.

For example, a large enterprise stipulates that the behavioral ability standards for recruiting engineers are as follows: ① Being able to conduct human resource demand surveys, collect and analyze relevant information, and formulate personnel demand plans; (2) Be able to plan and implement recruitment activities, be familiar with relevant labor laws and regulations, personnel selection and interview processes, and be able to handle unexpected events in recruitment; (3) Can handle the placement of candidates; (4) Be able to build a recruitment management system. With this competency standard, we can use it to measure whether candidates or aspirants have the corresponding work behavior ability. Anyone who meets the standard proves that he has this kind of job capacity, so he is qualified for this position. A person who does not meet this standard proves that he does not have this kind of work behavior ability, so he is not qualified for this kind of work.

Evaluation of key performance indicators

Refers to the key performance indicators to assess whether employees' work meets the requirements of a certain position. The basis of evaluating employees' key performance indicators is to establish a key performance indicator system within the enterprise, in which personal goals, departmental goals and company goals are highly consistent. In other words, enterprises should first work out the key performance index system for a certain period (such as a certain year) according to the strategic objectives and management priorities in different periods. The establishment of this index system is by no means the painstaking efforts of a leader, but the key elements and key businesses of enterprise success are analyzed and studied to determine the items of key performance indicators, and then the measurement standards of these items are determined.

For example, after discussion, a company thinks that the key elements of its success are: personnel and culture, leading technology, excellent manufacturing, customer service, market advantage, profit growth and so on. Then they find out the key businesses embodied in these elements, such as product variety, speed of listing and other key businesses; Market advantages are reflected in key businesses such as market share and marketing network, and also become key performance indicators of enterprises. On this basis, the measurement standards of these items can also be determined. Then the key performance indicators of the enterprise are decomposed into various departments and units, and finally into each employee, so that employees in different functional fields can cooperate with each other and concentrate on the same result of the enterprise.

Value distribution

The content of "value distribution" includes not only salary, bonus, bonus and stock right, but also authority, information, opportunity and learning. The most important thing is the design of enterprise salary system.

Salary design should first determine the overall salary level of the enterprise according to the price of the human resources market and the development stage of the enterprise. Generally speaking, in the high-speed growth stage, it takes the leading type, in the mature stage, it takes the intermediate type, and in the contraction stage, it takes the backward type. Regarding the fluctuation of wages, the wages of core talents fluctuate with the fluctuation of enterprise benefits, and the wages of security and health personnel fluctuate with the fluctuation of market prices.

Secondly, it is necessary to determine the relative value of each position within the enterprise through job evaluation, so as to determine the salary grade standard. According to statistics, one-third of the world's top 500 enterprises have adopted the job evaluation elements of Heyi Company. The job evaluation of this company has three elements: first, "knowledge and ability", including technical knowledge, management scope, interpersonal skills and so on; Second, the "problem-solving" factor, including the environment and challenges; The elements of "responsibility" include the freedom to take action, the scope of influence, the nature of influence and other items. Taking this group of evaluation factors as the standard to measure each position in the enterprise, the total score of each position can be calculated, so as to determine its relative value and salary grade standard in the enterprise. It should be said that this is a set of scientific evaluation criteria.

From the perspective of motivation, the three links of human resource value chain are closely linked. It can be said that the basis of incentive is value evaluation, the means of incentive is value distribution, and the purpose of incentive is to make the creators of enterprise value play their initiative and creativity, thus bringing more benefits to enterprises.

China has always had the traditional thought of "not suffering from poverty but suffering from inequality". In the era of planned economy, the income gap between business operators and ordinary employees is very small, and there is little difference between enterprises with good benefits and enterprises with poor benefits. Even in the era of market economy, this tendency has been maintained in quite a few enterprises. For example, Chu Shijian, the former president of Hongtashan Group, led the company to make a profit of nearly 20 billion yuan a year, and his highest annual bonus was only 200,000 yuan. If he is the president of a large western enterprise group, his annual salary will definitely exceed 10 million. Under the condition of market economy, this situation will inevitably cause his ideological imbalance.