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Human resources strategic planning book (draft) strategic planning 2010-05-2317: 40: 08 read 290 comments, No.6: large, medium and small subscriptions. I. Group strategy. Responsibilities and Mission: As the strategic executive department of * * Group, the Human Resources Training Center undertakes the mission of planning and implementing the Group's human resources strategy and cultivating enterprise talents. By formulating the group's human resource strategy, coordinating the employment mechanism, systematically constructing the human resource management system, giving full play to the group's advantages, realizing resource sharing and controlling business risks; Through the cultivation of talents, we can provide talent reserves for the strategic development of the group and maintain the competitive advantage of the company's talents. Its goal is: problem-oriented, based on ability improvement, with strategic supply function. Its specific functions are: human resources strategy formulation, personnel training, human resources system construction, performance management, supervision and feedback, and its related structure is as follows. Third, the SWOT analysis of human resources: 1, SWOT matrix: s: (strength)? It is a traditional industry and has not been impacted by the economic crisis; ? The group's human resources construction goal is clear; ? The Group enjoys the advantages of resource conditions; ? Harmonious team organization culture in the comprehensive management office; ? The age structure of group employees tends to be younger, and it is easier to accept new knowledge. O: (Opportunity) The overall economic development trend is good and the industry prospects are promising; ? The strategic expansion of the company needs a team of high-quality professionals; ? Economic development is conducive to recruiting high-quality talents; ? The development of market economy needs the continuous growth of enterprises and their employees; ? All branches, subsidiaries and group management strive for resource support simultaneously. Woman: (weak)? The mechanism of selecting, employing, educating and retaining human resources in the company has not yet been formed; ? The personnel management of each company has not risen to the level of human resources, and the management cost is high; ? The comprehensive management office has not formed a complete human resources system; ? The company lacks high-skilled, top-notch talents; ? Internal communication barriers are not conducive to the introduction of external talents; ? The quality of human resources is not high, and the reserve of reserve talents is insufficient; ? Corporate culture construction has not landed, and enterprises lack cohesion; T: (threatening)? The external competition is fierce, and the risk of brain drain increases; ? The employee compensation and welfare system needs to be improved, and the employee turnover rate remains high; ? The implementation of new employment policies and laws has increased the cost of employment; ? Failure to form a perfect talent retention mechanism is not conducive to retaining core talents; ? Employee satisfaction is not high, lack of enthusiasm for work, and poor execution. 2.SWOT analysis: SO: define the company's employment principles and mechanisms, and formulate strategies to attract and retain talents; ? Introduce external talents and give full play to people's efficiency; ? Establish employee learning map and career development channel; ? Make a talent reserve training plan and put it into practice. ST:？ Make a special talent retention plan to retain the company's core employees; ? Formulate a talent reserve plan and strengthen the construction of talent echelon; ? Improve the salary and welfare of employees and reduce the turnover rate of employees; ? Establish a harmonious corporate culture and educate people with culture. WO:？ Upgrade the personnel management system of the existing company, and transition from traditional personnel to human resources; ? Combine enterprise training with the personal growth needs of employees; ? Formulate the training system of the group and each company, and combine them; ? Break internal communication barriers and retain excellent employees. WT:？ The core talents of each company are included in the group's talent retention plan; ? Improve the organizational structure of the human resources training center and its responsibilities and functions. ? Improve relevant incentive measures, improve employee satisfaction, and let employees work happily. Four. Analysis of human resources structure of the Group: At present, the Group has 9 subsidiaries, including Kunshan * *, Kunshan * * Wuxi Branch, Nantong * *, Foshan * *, Changbaolian, Jianchunyou, Tianjin * *, Wuxi * * and Taiyuan Metal, with a total of 493 employees (Note * The statistical deadline of this data is 20 10. See (20 10) Jian zong Guan zhong zi No. 000 1 for details), its human resource structure analysis is as follows: 1, * * Analysis of the age structure of employees in the group: 2, * * Analysis of the education structure of the group: * * The overall age structure of employees in the group tends to be younger (average age) 3. The ratio of direct employees to indirect employees is about1:1.5 (194: 299), and the ratio of operation layer to management layer is about 2:1(194:103). As can be seen from Table 3, compared with the surplus of direct and indirect employees in the support department, this is not conducive to improving work efficiency and cross-departmental communication and coordination. It is suggested that non-value-added units can be outsourced.

4. Educational structure of managers: 5. Age structure of managers: From this chart, it can be reflected that most managers are under 30 years old, with low academic qualifications, lack of modern enterprise management and practical experience, and the level of talent specialization needs to be improved. 6. Missing data: gross output value of the group, personal salary of employees and employee turnover data, resulting in unanalyzed items: per capita income cost, labor cost analysis and employee turnover analysis. 7. Based on the above analysis, at present, the overall human resource structure of the Group tends to be younger, which is not conducive to team building and high-end talent reserve construction; Most managers have faults or mismatches in age and professional configuration, and the level of human resources needs to be improved. V. Group manpower demand and supply: 1. Description of the future manpower demand of the Group: ① The Group plans to add two A-class factories and 10 D-class factories from 20 10 to 20 12; From 20 13 to 20 15, 3 A-class factories and 40 D-class factories were added; (2)A-level factory shall be subject to the staffing of Tianjin * *; The D-class factory is based on Foshan * *; ③ The manpower requirements of 2012 and 20 15 are net added value. 2, talent demand and supply analysis:

Strategic planning of human resources: according to the strategic planning of the group, the human resources structure and operation status of the subordinate companies, combined with the degree of centralization and decentralization of the group company and the subordinate companies and the operation mode, the comprehensive management office of the group will choose a strategic management and control mode for the subordinate companies after its functions are sound, that is, the comprehensive management office of the group is responsible for approving the strategic planning, business plan and budget of the subordinate companies, but the formulation and implementation of the strategic planning, business plan and budget are independently carried out by the subordinate companies. Therefore, the integrated management office will adopt the following strategies in the near future (within five years): 1. Closely combine human resource planning with group strategic planning to provide basis and support for the formulation and implementation of group strategy; For the strategic development of the group, the human resource training center meets the human resource needs of the group through human resource operation. 2. Establish a training system oriented to ability improvement; In the training course system, relevant courses will be set up according to the core competence of the post, and employee promotion and ability evaluation will be combined according to the actual competence verification of employees to meet the requirements suitable for the post. In addition, the training system of the Group is combined with the training systems of its subsidiaries to realize resource sharing through electronic platforms and give full play to the advantages of the Group. 3. Establish the evaluation standard of core talents, plan the career development of core talents, and retain the core employees of the company; The quantity and quality of core talents are directly related to the overall level of core competitiveness of enterprises. Establish the selection and planning system of enterprise core talents, establish the standards of external introduction and internal selection of core talents, establish career development channels, and formulate relevant talent incentive measures to maintain the sustainable competitiveness of core talents. 4. Enable the personnel system of each company to be upgraded to human resource management; Provide necessary guidance and support for the personnel management of subordinate companies, introduce modern human resource management system, standardize the company's various employment mechanisms, improve the company's management level and reflect the value of human resources. 5. Assist the personnel department of each company to better support and serve the core business departments and maintain the competitiveness of the company; According to the strategic adjustment of the company in different periods, assist the personnel units of each company to formulate positive personnel policies, and better coordinate other functional departments to support and serve the core business departments through the selection, use, education and retention of human resources to ensure the company's performance growth. 7. Core strategy: 1. Establish a management platform based on system construction and resource sharing: standardize the operation of subordinate companies and reduce business risks through institutionalization and process standardization; Realize resource sharing through electronic platforms and networks, exercise the Group's guidance, support and service functions for human resources management of subordinate companies, and give play to the Group's strategic guiding role. Prerequisites: the group's human resources management function is sound and the system is complete; Promotion mode: after the pilot is successful, it will be promoted through training and guidance for the stationed personnel. 2. Based on the talent training reserve system, form a continuous and stable talent supply channel: establish the training system of the group and its subsidiaries to realize the training function of different talents (the subsidiaries focus on the training of basic employees' operational ability, and the human resources training center focuses on the management ability of management and the technical ability of professionals); Carry out various recruitment methods such as school-enterprise cooperation and external introduction to meet the manpower demand, and introduce imported talents into the talent training track to meet the company's talent demand. Promotion methods: ① Take Kunshan * * as the pilot training system, and transfer and gradually promote it after the system is perfected; ② Choose technical colleges in Grade A factories such as Pearl River Delta, Yangtze River Delta, Beijing-Tianjin-Hebei Weifang to carry out school-enterprise cooperation to meet the company's operational manpower needs; ③ Recruit talents through external introduction, internal introduction and peer recommendation, and meet the needs of middle and high-level talents through group training. 3. Based on the performance management system and incentive system, a competitive mechanism is formed: according to the strategic objectives of the group, it is decomposed into the annual assessment objectives of each company, and the performance assessment indicators of each employee are formed through layer-by-layer decomposition; Through performance management and target assessment, the incentive and internal competition mechanism are introduced to realize the overall goal of the group. Promotion mode: Kunshan * * is selected as the pilot, and the indicators are first decomposed into core employees; After the pilot is successful, it will be promoted. VIII. Target Planning: 1, Three Steps of Target Planning: Continuous Improvement Stage 2012 ~ 2010 ~ 2011Framework Construction Stage Improvement and Introduction Stage? Formulate human resources strategic planning, management policies and talent strategy; ? Establish an assessment mechanism for core talents; ? Establish and improve the training system of A-level factories; ? Through the operation of human resources, establish the training mode of "airborne soldiers"; ? Initially establish the organizational functions and control mode of the personnel units of the group and its subsidiaries. ? Improve and introduce the human resource management system in an all-round way, and establish a group management and control model; ? Establish the talent pool of the group and the internal flow mechanism of talents. L according to the company's strategic development, make corresponding adjustments and continuous improvement. 2. Short-term goals (2010 ~ 2011): ① Set up the overall structure of the group's human resources, improve the functions of human resources, integrate various systems and mechanisms into the human resources management system, and introduce modern human resources management systems and mechanisms to effectively exercise the functions of selecting, employing, educating and retaining human resources. ② Establish Kunshan * * training system, and initially establish lecturer development system, curriculum system, ability verification system and career development channel; After the successful implementation, it will be transferred within the group and gradually promoted. (3) Establish the performance target evaluation system for core employees, and use the pressure mechanism and guiding role of human resources to improve employees' work output; Retain core talents through incentives. (4) Upgrade the personnel management system of subordinate companies, introduce common tools and core data analysis of human resource management in modern enterprises, and support and guide their human resource management operations. 3. Long-term goals (20 12 ~ 20 15): ① Establish and improve the human resources system environment controlled by the group; Through strategic, financial, business, information and other functions, the Group and its subsidiaries are organically coordinated to establish a sound group management and control system (emphasis: process supervision, institutionalization and process construction). ② Establish talent pool through recruitment and internal training system; Form a long-term talent training mechanism to meet the needs of internal talent flow and strategic development. Nine. Implementation steps: 1. Building a management platform:

① Organization chart of group management platform ② Organization roles and control means categories; What is the organizational role of the company's personnel department in the group's human resources training center? The institutionalization of human resource management system promotes and supervises the implementation; ? Responsible for high-level human resources management; ? Attach importance to middle-level human resource management; ? Solve the common problems of each company in time. ? Exercise autonomy under the guidance of the group's human resources strategy; ? The formulation and implementation of human resources plan and the overall allocation of resources; ? Responsible for human resource management of middle-level and grass-roots employees. Control means strategic guidance, and policy guidance ensures direction and principles. Personnel management (selection and appointment of senior personnel) ensures that the right people implement strategic budget management (cost and preparation), determines specific indicators through planning, shares resources, and provides timely guidance and feedback training resources to support and meet training needs. Have the professional quality of managers; ? Have strategic thinking and modern enterprise management concept; ? Familiar with the overall operation of the company; ? With cross-regional and cross-cultural adaptability and management ability. L external recruitment; L headhunting recruitment; L peer recommendation; L internal selection. Outsourcing training; Industry cooperation; Internal cultivation. Intermediate? Have professional knowledge and skills, and be able to use professional methods to complete special tasks; ? Identify with corporate culture ideas and values. L internal culture; L external recruitment. Internal culture; Outsourcing training. Grassroots? Identify with the cultural ideas and values of * *; ? Have the typical mental outlook, work style and behavior of * * employees, l school-enterprise cooperation; L external recruitment; L internal recommendation. School-enterprise cooperation; Internal cultivation. (Note * See the training center construction plan for personnel policies.) X. Analysis of potential problems At this stage, the strategic planning of human resources is still the introduction of management ideas, which will undoubtedly have a certain impact on the existing management concepts of the company's management to a certain extent. It is necessary for company management, especially senior executives, to gradually establish strategic thinking and use systematic thinking methods to analyze and solve enterprise problems. For the implementation of the group's human resources strategy, we should pay attention to the following aspects: 65433. Through the full explanation and communication between the Group and its subordinate companies, especially the senior management of each company, we have obtained the positive support and understanding of each company. 2. Strategy implementation principles: overall planning, decentralized implementation, inspection and feedback, and continuous improvement. 3. Establish a new-oriented thinking: ① Re-examine the development of * *, gradually get rid of opportunism, change into a strategic implementation orientation, establish strategic thinking and operating principles-carefully and systematically plan the development strategy of * *, and pass this strategy on to the employees of the company to establish a common vision. ② Get rid of the management mode of hero's personal charm, plan and coordinate team building, unify consensus, establish team organizational culture and values, and gradually build a strong professional team. Human Resource Training Center 200 1 Feb1