How to do a good job in human resources management of logistics enterprises

1. Enterprise human resources planning

At present, the supply and demand structure of logistics talents in my country is seriously imbalanced. Since the logistics industry accommodates multiple levels of professionals and technicians, the absolute number of personnel needed is relatively large. In 2010, my country's logistics talent gap was approximately 6 million, and logistics talents were listed as one of the 12 types of talents in short supply in my country. In addition, it is difficult for students who have just stepped out of school to adapt to the complex needs of logistics positions immediately. Therefore, there is a serious shortage of logistics talents in terms of quantity and quality. For this reason, logistics companies have to plan in advance.

2. Job analysis and recruitment

Job analysis is based on an in-depth understanding of business activities and is a necessary basis for recruitment. Logistics companies often have scattered positions with different jobs, which increases the difficulty of job analysis. However, the job analysis of many companies is not in-depth enough and the job responsibilities are not clear enough, which creates hidden dangers for improper recruitment. Clear job analysis requires the enterprise's human resources management department to understand the role and status of each department in the enterprise, the work content and requirements of each position, and requires the enterprise's human resources managers to have an overall awareness.

Many logistics companies still have misunderstandings in the concept of employment. They believe that the company's recruitment of employees is only the company's choice of grassroots employees. In fact, the recruitment process is also the employee's choice of the company, and it is a two-way selection process. In addition, the recruitment process should not only pay attention to the suitability of qualities, but also the suitability of culture. This is an important link in enhancing members' sense of identity and team cohesion. Recruiting requires more effort, management is much easier, and the probability of staff turnover in the future is reduced.

3. Employee training

Many existing personnel in logistics companies have transformed from traditional material storage and transportation companies, and their knowledge structure is not reasonable. However, most logistics companies believe that the cost of talent training is higher than the cost of direct recruitment. Coupled with the high turnover of personnel, many companies are unwilling to invest too much in training. However, for employees, their knowledge and skills cannot be improved for a long time, which increases the possibility of talent flow, leading to the formation of a vicious cycle of "brain drain - reduced training - further brain drain". Therefore, employee training is not only a key way to meet the needs of logistics enterprises to update their knowledge structure, but also an important method to stabilize employees and reduce talent mobility.

Since the talent structure of logistics companies is relatively complex and has many levels, employee training should also be organized in diversified ways. The first is induction training, which should objectively introduce the basic situation of the company's system and culture to new employees, and arrange dedicated onboarding guidance so that they can adapt to the company and specific business work as soon as possible. The second is the training of basic employees. Basic logistics knowledge training should be added to increase the breadth of employees' knowledge and enhance specific adaptability, so as to better meet the needs of customers. The third is the training of managers, which is the focus of training for the development of logistics enterprises. Training on macroeconomic analysis, overall management and scientific and rapid decision-making should be strengthened to improve the level of comprehensive management. Therefore, the training of logistics enterprises should combine all-staff training and key training.

4. Employee motivation

Incentive is an important function of enterprise human resources management. It is an indispensable element to improve employee satisfaction, enhance employee loyalty, and retain talents. It mainly includes Material incentives, behavioral incentives and spiritual incentives.

Material incentives are mainly reflected in salary and benefits. Competitive material incentives must be able to attract and urge employees to improve their skills and work efficiency on their own, such as Shunfeng Logistics' more work, more gain mechanism. A salary level that is higher than or equal to the market average is an important condition for attracting talents, and a fair and reasonable salary system is the most important factor for retaining talents.