How to realize the management and control mode of group human resources recruitment

No matter what group control mode an enterprise chooses, no matter how it plans its strategy, human resources system is one of the core contents and effective ways of internal control of a group company.

The human resource management system of the group company not only includes the daily human resource function modules similar to those of a single company, but also has more important value in the cross-level human resource management and control of the group company.

From the point of view of group companies, the focus of human resource management is reflected in the content, scope and intensity of human resource management and control of subordinate companies by the headquarters of group companies. The success or failure of human resources management is related to whether the group company can give full play to its advantages, realize the enjoyment of resources, control operational risks and ensure the long-term maximization of the overall benefits of the group company. It is also related to whether the human resource management system of the group company can operate efficiently and whether it can gain competitive advantage by virtue of advanced human capital.

In recent years, the number and scale of domestic group companies have expanded rapidly, and the role of human resource management and control has also played an increasingly important role in promoting the development of group companies. But on the whole, the ability and level of human resources management and control in domestic enterprises are still relatively primary, and there are quite a few puzzles and difficulties in actual operation.

Then, how to design a scientific and reasonable human resource management and control system for the group company? How to reasonably divide the interface of power and responsibility can not only realize the unification of human resources policies between the headquarters of the group company and the molecular company, but also realize the effective supervision of the headquarters of the group company on the molecular company and ensure the enthusiasm of human resources management of the molecular company? Generally speaking, when designing the group management and control mode, the human resource management and control system needs to focus on the following issues:

First of all, define the functional orientation of the human resources department of the headquarters of the group company, and design and select the human resources management and control system suitable for the basic strategy of the group company.

Both the headquarters of the group company and its subsidiaries have human resources departments. The starting point of human resources management and control system design of group companies is how to divide the work and how to cooperate with each other. Generally speaking, molecular companies mainly deal with tactical transactional work, while the headquarters of group companies assume more strategic responsibilities. Human resource planning, human resource policy formulation, human resource supervision and human resource public platform construction are the four major functional orientations of the human resource management department at the headquarters of the group company.

Second, the headquarters of the group company needs to carry out strategic human resources development planning according to the strategic development of the enterprise, and cooperate with subordinate molecular companies to build a compound talent team.

The shortage of internal talent reserve and the gap of core management team's ability often restrict the scale and business growth of group companies to a great extent. When a group company develops to a certain stage, it must take precautions, apply human resources planning, career planning and succession planning of core employees, focus on developing and cultivating core employees at different levels through training, education, rotation and deputy, dynamically manage reserve talents, and build a complete and orderly high-quality team that is highly compatible with corporate culture and adapts to corporate strategic development.

Third, it is necessary for the group company to pay attention to establishing and perfecting the incentive mechanism, effectively motivate and restrain the core management personnel of the molecular company, and give full play to its human resource value.

Generally speaking, according to the different management modes of the group and the articles of association of the molecular company, the headquarters of the group company sends the following personnel to serve in the molecular company: directors, supervisors, core management personnel, financial personnel and other core positions. The selection, appointment, removal and adjustment of accredited personnel are undoubtedly the most important and key decision-making matters that affect the company's management activities.

The headquarters of the group company must pay full attention to the operating performance of the molecular company, which is usually signed by the management team of the molecular company and the headquarters of the group company in the form of operating responsibility contract. Then, according to the business plan and budget arrangement of the group company and the idea of balanced scorecard, the molecular company systematically decomposes it into business units, departments, teams and personal goals from top to bottom, and establishes a perfect performance management and performance appraisal system process to ensure that the personal performance of the management and even all employees of the molecular company is closely related to the overall goals of the enterprise, so as to build a performance management system based on strategic goals, full participation, and equal emphasis on results and processes, and establish an integrated performance culture within the group company. At the same time, the results of performance management are organically connected with the salary, incentive and employee career development system, and an incentive mechanism to activate human capital to support the long-term development of enterprises is established. Design long-term incentives for core employees such as the core management of molecular companies, and use annual salary system, medium-and long-term incentives, stock options and other incentives to mobilize their enthusiasm, attract, retain and develop talents.

The headquarters of the group company must develop and apply a system suitable for the demand, and conduct regular and irregular investigation and evaluation on the competence and due diligence of the core management of the molecular company. Generally speaking, the competency model is used to select and cultivate managers, and the professional title management system within the group company is established based on the company's core values, so as to increase the guidance, benchmarking and scientificity in employee selection, education, employment and retention. At the same time, the risk management and control mechanism is introduced to ensure that the core personnel give full play to their operational autonomy within their functions and powers, which not only ensures the maximization of the interests of the group company, but also effectively controls the risks in human resources.

Fourth, establish and improve the human resources system environment controlled by the group.

Human resource management system is an integral part of group management and control, and cannot be operated and realized independently. It must be organically coordinated with strategic, financial, business, information and other functional management and control, and establish a sound group management and control system. In the construction of human resources management and control environment, it is necessary to strengthen the supervision of the group's human resources management and control process, as well as the institutionalization and process construction of human resources management and control process.

Enterprise management behavior is ultimately achieved through systems and processes, and a standardized, systematic and standardized operation system can ensure the high efficiency of management. Institutionalized management, according to the requirements of modern enterprise system, formulates a series of standardized systems, such as management rules and regulations, information transmission system, debriefing report system, operating performance evaluation system, auditing system, etc. , so as to standardize the operation behavior of operators and standardize the high-level personnel management; Programmatic management: according to the business process of the operator's post, the vertical and horizontal management flow, financial flow and information flow are programmed to make the management of senior managers more scientific and quantitative; Qualitative and quantitative management, on the basis of institutionalized and programmed personnel management of senior managers, makes the performance evaluation of senior managers more scientific and reasonable by establishing a performance evaluation system combining qualitative and quantitative.

Fifth, with the help of effective tools such as management information system, clarify the responsibilities, authority and role orientation of the human resources department of the headquarters of the group company and the human resources departments of subordinate companies, strengthen control and resource sharing, form a human resources management control system and information system environment, get rid of the quagmire of transactional work and shift the focus of work to strategic human resources management.

At the same time, the management and control of human resources in group companies are multi-level and cross-level, including business divisions, molecular companies, descendant companies, affiliated companies, alliance companies and so on. Therefore, in practice, human resources management and control must also involve multi-level human resources strategic management and organization, human resources planning and career development planning based on the combination of investment and industry, organization and core human resources management based on horizontal strategy, succession management and talent training management system based on multi-level management and control, resident personnel management based on multi-level management and control, cross-level human resources management system and function control, cross-level debriefing and assessment system, and the connection between headquarters and human resources functional modules of molecular companies.

In a word, the construction of human resource management system is an important part of the construction of group management and control mode, and it must be organically combined with other system construction to make full use of the existing human resources of the group company from the development strategy and business form.