Enterprises have different requirements for determining positions and staffing. How can enterprises achieve reasonable positioning and staffing?

There is a principle that you can have no position or responsibility. The growth process of an enterprise is also a process of organizational evolution and development. In this process, as the scale of the enterprise, business scope, operating income, and market position competitive environment change, all the work of an enterprise will become more and more complex and arduous. This is why in some large enterprises there are many positions for small and medium-sized enterprises. What businesses don’t have. For example, salary and benefits manager, employee relations manager, etc. For small and medium-sized enterprises, especially unlisted companies, there is no need to set up special positions.

Because the scale of the enterprise is small, the scope and difficulty of management are small, and they can be managed by the enterprise's human resources director/manager/specialist. Enterprises must adhere to the principle of having jobs that can be filled and vacancies being filled, and responsibilities that cannot be shied away from. Instead of requiring companies to cover all aspects of job responsibilities, it is better to predict the factors that will affect the company's operation and management in advance, and determine whether to set up full-time positions or manage them in a certain position based on the actual situation. For less important and less influential functions, companies can transfer this function to more relevant positions to achieve cost control and efficiency control.

Set positions and staffing based on: organizational maturity, work relevance and work intensity. The more mature the organization is, the higher the degree of professionalization of its employees/positions, and the more detailed the position setting; on the contrary, the smaller the organization, the lower the degree of specialization of its employees/positions, and there will be a large number of pitfalls. , in line with the development rules of the enterprise. The most important considerations are job relatedness and work intensity. Here is a simple and practical method: According to the professional position setting, the lower the job correlation between various positions, the better.

Otherwise, the job responsibilities with high correlation can be directly merged into one position; but work at the same time The intensity can also be too high, otherwise employees cannot afford it; low work intensity will increase the company's costs and lead to a long-term lack of water control. The most important thing is to establish the organizational structure of the company before appointing positions and personnel. Second, assign responsibilities. After determining the positions and personnel, it is necessary to increase the number of personnel. Responsibilities: includes two contents: department responsibilities and job responsibilities, that is, clarifying the work and scope of responsibilities of departments and individuals; personnel quota: on the basis of personnel quota, strictly follow the quantity and quality requirements of position personnel