5． Helps control human resource costs. Human resource planning helps to examine and measure the implementation costs and benefits of human resource planning programs. It is necessary to predict change

5． Helps control human resource costs. Human resource planning helps to examine and measure the implementation costs and benefits of human resource planning programs. It is necessary to predict changes in organizational personnel through human resource planning, adjust the organization's personnel structure, and control labor costs at a reasonable level. This is an indispensable link for the sustainable development of the organization. Contents of human resource planning Human resource planning includes five aspects: 1. Strategic planning is based on the goals of the overall development strategy of the enterprise, and stipulates the guidelines, policies and strategies for the development and utilization of human resources of the enterprise. It is the core of various specific human resources plans. It is a key plan that affects the overall situation. 2 Organizational planning Organizational planning is the design of the overall framework of the enterprise, which mainly includes the collection, processing and application of organizational information, drawing of organizational structure charts, organizational investigation, diagnosis and evaluation, organizational design and adjustment, and the setting up of organizational structures, etc. 3. System planning System planning is an important guarantee for the realization of the overall human resources planning goals, including the procedures for the construction of the human resources management system system, institutionalized management, etc. 4 Personnel planning Personnel planning is an overall plan for the total number, composition, and flow of enterprise personnel, including analysis of the current situation of human resources, enterprise capacity, personnel demand and supply forecast, and personnel supply and demand balance, etc. 5. Expense planning Expense planning is the overall planning of enterprise labor costs and human resource management expenses, including budgeting, accounting, settlement, and human resource expense control. Human resource planning can be divided into strategic long-term planning, strategic mid-term planning and specific operational short-term planning. These plans are coordinated with other plans of the organization and are both subject to other plans and serve other plans. Human resource planning is the process of predicting future organizational tasks and environmental requirements for the organization, and the provision of human resources designed to complete these tasks and meet these requirements. Evaluate and predict resource usage in human resource management by collecting and utilizing existing information. For us now, the essence of human resource planning is to achieve the company's set goals by determining future company human resource management goals based on the company's operating policy. Therefore, we divide human resource planning into two aspects: strategic planning and tactical planning. 1. Human Resources Strategic Plan The strategic plan is mainly to develop a set of multi-year plans based on the company's internal business direction and business goals, as well as the impact of the company's external social and legal environment on human resources. At the same time, we must also pay attention to the unity of stability and flexibility of strategic planning. In the process of formulating a strategic plan, attention must be paid to the following factors: 1. Changes in the national and local human resources policy environment. Including the formulation of national laws and regulations on human resources and various measures for talents. The implementation of various national economic regulations, changes in the domestic and international environment, various national and local policies and regulations on human resources and talents, etc. These changes in the external environment will inevitably affect the overall operating environment within the company, so the company's internal human resources policies should also change accordingly. 2. Changes in the company’s internal business environment. The formulation of the company's human resources policy must comply with changes in the company's management status, organizational status, operating status and business objectives. Therefore, the company's human resource management must be based on the following principles and change according to changes in the company's internal business environment. 1) Stability principle The stability principle is that on the premise that the company continues to improve work efficiency, the company's human resources management should be based on the company's stable development as the premise and basis of its management. 2) Growth Principle The growth principle means that when a company increases its capital accumulation, sales, and company size and market expansion, its personnel must increase. The basic content and goals of the company's human resources are for the company's growth and development. 3) Principle of Sustainability: Human resource management should aim at the company’s vitality and sustainable growth, and maintain the company’s eternal development potential; it must be committed to labor-management coordination, talent training and successor cultivation. 3. Forecast of human resources.Based on the company's strategic plan and the analysis of the company's internal and external environment, the human resources strategic plan is formulated. In order to meet the needs of the company's development and avoid the blindness of formulating human resources tactical plans, appropriate forecasts should be made of the company's required personnel. The following factors should be considered when selecting personnel: 1) The number of personnel needed to increase or decrease due to the company's business development and contraction; 2) The number of personnel needed to be supplemented due to the resignation and transfer of existing personnel; 3) Changes in the management system 2. The moral principle of putting public before private requires that when dealing with the interest relationships between individuals, collectives and the country, we must establish moral norms that put the country, the collective, and the individual first. While pursuing the legitimate interests of individuals, we must strive to serve the interests of the individual. Contribute to the collective and the country. Enterprises can give full play to the role of passing on, helping and leading through corporate culture and cultivating cooperation. Make the age structure, knowledge structure, and physical structure of each position consistent with the principle of optimal allocation, so that a complementary effect can be formed between experienced and highly skilled older workers and energetic and physically fit young workers to ensure that they can achieve high performance Efficiently complete the company's established goals. Enterprise human resource allocation model Human resource allocation work not only involves the outside of the enterprise, but more and more difficult tasks exist within the enterprise. Judging from the current actual performance, there are mainly three forms of human resource allocation: Person-post relationship type. This type of allocation mainly ensures the quality of human resources in each department and position in the enterprise through all aspects of the human resources management process. It is a form of configuration based on the corresponding relationship between employees and positions. As far as the enterprise is concerned, the current staff allocation methods of this type generally include the following: recruitment, rotation, trial, competition for positions, and elimination of the last position (when the number of employees in the enterprise exceeds the number of positions, or in order to maintain a certain In order to improve competitiveness, during the trial process or the competitive recruitment process, the least capable people are laid off and diverted. This is a kind of last elimination allocation method) and two-way selection (when the number of employees in the enterprise is equal to the number of positions, it is often the case. First announce the job requirements, then let employees choose freely, and finally select people based on their positions. This is a two-way selection allocation method). Mobile configuration type This is a type of configuration where employees move relative to their positions. It is managed through personnel relative to contract employment. According to the Labor Contract Law, it is very important to standardize and refine employee labor contracts. The information system can not only record and monitor the status of employees' labor contracts at any time, but can also help companies analyze talent costs through real-time statistics. 3. Use the performance system to make performance management work more fair and just. Due to the lack of computer assistance, the traditional assessment model has huge assessment costs. Managers have to choose a simple assessment model, but a simple assessment model is bound to be difficult to achieve quantification and multiple assessments. From the angle of measurement and evaluation, too low assessment frequency will inevitably bring about "myopia effect", "halo effect", etc., coupled with the interference of human factors such as "good old people", it is difficult to guarantee the fairness and impartiality of assessment work. These headaches for enterprises can be solved by using eHR systems. training effect. At the same time, in terms of training content, it is best to adopt a self-management method, where employees and supervisors or lecturers jointly formulate training goals and themes, and the venue is open and liberal, which can increase employees' willingness to learn and improve learning effects. (5) Training implementation. After the training plan is formulated, it is necessary to organize the implementation of the plan. From a practical perspective, several issues should be noted: (a) When conducting training, it is best to combine it with assessment, pay attention to process control, and observe the reactions and opinions of the participants during the training process. Training is a continuous process of mental transformation, so the social changes of employees during the training process deserve more attention than the training results. After establishing the salary management and control model, an important part of salary management and control is to determine the salary strategy of the group company and its subordinate companies. Generally, compensation strategies include three strategies: salary level strategy, salary structure strategy, and salary incentive strategy.

When determining the compensation strategy of itself and its subsidiaries, a group company is similar to a single enterprise and also needs to consider the following factors: 1. Corporate strategy Corporate strategic orientation determines the basic direction of the compensation strategy. Different strategies should correspond to different compensation strategies: 2. Subsidiaries at different stages of enterprise development should adopt different remuneration strategies: Start-up stage: In order to attract talents, companies in the start-up stage should focus on the external competitiveness of remuneration, so for core talents, they should adopt remuneration strategies that are appropriately higher than the market level. , and at the same time, company funds in the early stage need to focus on production and operations, so general employees should adopt a compensation strategy at the market level. In the early stages of a company's development, market development is its main task, so remuneration should increase on a sliding scale and be closely linked to the company's performance. Rising period: A company in the rising period has rapid business development and rapid inflow of funds. Therefore, on the one hand, the company will increase fixed salary and benefits, and on the other hand, it will increase the proportion of personal performance and salary. Mature stage: The company market in the mature stage has formed a scale, profits have increased significantly, and corporate management has become more mature. Therefore, the salary system pays more attention to internal fairness. At the same time, it will further increase the proportion of fixed salary and benefits, and will decrease 1. How Maintain internal fairness, especially fairness between positions of the same type, level, and interchangeability? When these positions are located in subsidiaries in different regions and industries, the group company must decide whether and how to maintain internal fairness. 2. How to maintain external competitiveness, especially the external competitiveness of salary for positions with obvious industry characteristics in different industries? For group companies with diversified operations, clear and targeted compensation strategies must be given to attract, retain and motivate talents in these industries. 3. How to establish a sustainable salary payment concept, including how to reflect the accumulated historical contributions of employees? How to motivate employees' ability growth? Should individual performance bonuses be more closely linked to the overall performance of the subsidiary, or to individual performance, or to team performance? Does the group company encourage innovation, create good performance for customers, or encourage cost savings? 3. Approval of the total amount of remuneration of subordinate companies No matter how strong the control is, group companies always need to approve the total amount of remuneration of subordinate companies. When it comes to the management and control of total compensation, individual enterprises mainly consider labor cost control, while group enterprises are more important to balance the incentives and constraints of subordinate enterprises. Group companies must not only prevent subordinate companies from using various names to pay salaries, which will lead to excessive labor costs and cannibalize the company's net profits. It is also necessary to motivate subordinate companies that are really working hard so that they are willing to create better performance. 1. Group companies operating across regions. For group companies whose subsidiaries are in the same industry and operate across regions, the key point in determining the total remuneration of the subsidiaries is: how the group company and its subsidiaries compare in terms of relevant indicator standards. Reach a consensus, or in other words, how to set standards for the indicators that determine the total amount of compensation, so as to achieve a balance between constraints and incentives. Generally speaking, if the method of determining the total salary is a simple linear increase, that is, as the completion rate increases, the total salary increases in proportion, the subsidiary companies will always tend to set lower standards, while the group companies will tend to set lower standards. To set higher standards. Therefore, it is necessary to use certain methods to guide subordinate enterprises to be realistic when formulating budget targets and to fully utilize their own capabilities when completing targets. 2. Group enterprises with diversified operations For group enterprises with diversified operations, the key point in approving the total remuneration of subsidiaries is: how to set the indicators that determine the total remuneration. Since subordinate companies are in different industries, have different development stages, and have different operating models and profitability, it is unreasonable to simply use the absolute value of profit (or income) or completion rate to determine the total salary of subordinate companies. Instead, it should be determined by a combination of four indicators: absolute value, growth rate, relative value and per capita labor efficiency.

Absolute value indicators: revenue, profit, output value, EVA, etc. or the planned completion rate of the above indicators; Growth rate indicators: revenue growth rate, profit growth rate, output value growth rate, etc.; Relative value indicators: return on investment, profit contribution rate, profit Growth contribution rate, etc.; Per capita labor efficiency indicators: such as per capita income, per capita profit, per capita output value, 100 yuan labor cost profit, etc. 4. Pay attention to the details in salary control. In specific operations, there are some detailed issues that are prone to loopholes and require special attention from group companies: 1. Standardize the salary and welfare projects of subordinate companies. After determining the salary strategy of the subsidiary company and approving the total salary Finally, the group also needs to pay attention to standardizing the remuneration and welfare projects of its subsidiaries to prevent subsidiaries from changing the established remuneration strategy or exceeding the total remuneration amount by setting up various non-standard remuneration and welfare projects. The most critical among them are some that are based on fees or benefits. Items that appear in the form. 2. Standardize the remuneration of directors, supervisors, management and financial personnel dispatched by group companies. Group companies that adopt a key personnel dispatch system must also pay attention to the remuneration of personnel dispatched by group companies, especially directors, supervisors, management and financial personnel. salary. Because these people are the key to working on behalf of the group to protect the rights and interests of shareholders, if they lose control of their salary setting and payment, it is very likely that the rights and interests of shareholders will not be properly protected, and the management and control of the group will also be out of control. The basic concept of welfare: welfare refers to the non-cash form of remuneration used by enterprises in order to retain and motivate employees. Therefore, the biggest difference between the benefits listed in this system and the allowance is that welfare is a non-cash form of remuneration, while the allowance is in the form of Fixed payment in cash form. Welfare forms include insurance, physical goods, stock options, training, paid leave, etc. The amounts listed in the system are considered from the company's cost perspective and are displayed after being converted into amounts. Welfare (or allowances) are paid more with practicality and humanity in mind. One trend is to pre-store a series of subsidies, such as meal allowances, car allowances, phone allowances, holiday allowances and other benefits into welfare cards, and employees use the welfare cards to Welfare card contracted merchants swipe their cards for consumption. At present, various cities in China have a local welfare card merchant system. The well-known welfare cards in Beijing include Shangtong Card of Hexin Group, Lianxin Card of Kailian Information Technology Co., Ltd., and Accor Corporate Accor Card etc. The evolution of this form of welfare payment is accompanied by the continuous deepening of China's market economy, and it is gradually integrated with other industries, covering many fields such as supermarkets, department stores, catering, entertainment, and finance. Card-type welfare can also predict the lives of modern people. A minimalist trend. The History of Welfare The word "welfare" has existed in China since ancient times. In his articles criticizing current affairs, Zhong Changtong, a philosopher in the late Eastern Han Dynasty, included the cliché that "evil people enjoy unlimited benefits, while good people commit unpardonable crimes." According to this specific context, this "welfare" refers to happiness and interests. The reason why this entry was not included in the 1979 edition of "Cihai" was, of course, because the word "welfare" had been sitting on the bench until now. This term has only become popular in the past twenty years. I don't have a new edition of "Cihai" at hand. If I check the "Modern Chinese Dictionary (Revised Edition)" published in 1996, I can find the entry "welfare". *** has two meanings. The first meaning is "life" Benefits. Specifically refers to the care of employees’ lives (food, accommodation, medical care, etc.).” Modern performance management focuses more on improving future performance. This shift in focus has shifted the focus of modern performance efforts. The effectiveness of the system has become the focus of HR workers. An effective performance management system includes scientific assessment indicators, reasonable assessment standards, as well as salary and benefit payment and reward and punishment measures corresponding to the assessment results. Pure performance appraisal limits performance management to focusing on past work. Only by paying more attention to the follow-up effects of performance can the perspective of performance management be shifted to the continuous improvement of future performance! This situation will cause the fairness and impartiality of the performance appraiser to be questioned.