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The change of enterprise personnel demand is often caused by the organization's own human resource management factors. On the one hand, it is the personnel demand brought by the natural flow of employees. Such as personnel turnover, resignation, leave for various reasons (sick leave, maternity leave, family leave, etc.). ) will create job vacancies and need to recruit regular or temporary employees to supplement them. On the other hand, it may also be the recruitment demand caused by the fact that the quantity and quality of internal employees cannot meet the job requirements. This paper focuses on the latter, namely the allocation of internal human resources.

To put it bluntly, the goal of recruitment is how to successfully select and hire the talents needed by the enterprise and realize the effective matching between the recruited personnel and the positions to be hired. A successful recruitment process, simply put, is that the organization has found the desired employee and the individual has found the right (desired) unit, thus realizing the matching process between people and things.

The analysis of human resource allocation involves the relationship between people and things, people's own conditions, enterprise organization mechanism and industry reality. Thus forming five aspects of configuration analysis.

First, the analysis of the total distribution of people and things

The total configuration of people and things involves whether the quantitative relationship between people and things corresponds, that is, how many people need to do how many things. However, this quantitative relationship is not absolute, but changes with the operation of the enterprise and the current production orders. Whether it is overstaffed (also known as redundant staff) or something that no one does, it is not the result that enterprises want to see. At present, many enterprises in the "Pearl River Delta" report that on the one hand, it is difficult to recruit ordinary skilled employees and there is nothing to do; On the other hand, it is manifested in the phenomenon that internal managers are overstaffed or lack competent managers.

After analyzing the current situation of manpower surplus or shortage or both, we should pay more attention to how to rationally allocate manpower supply and demand. Usually, when there is a shortage of staff, we can consider:

First of all, we should consider internal adjustment, because this method is not only low in risk and cost, but also makes employees feel hopeful and have opportunities.

Secondly, measures such as outsourcing, recruitment, secondment and subcontracting can be considered. When there are surplus staff, we should pay attention to proper placement through various channels such as internal job transfer training, shortening working hours, dismissing temporary workers, contracting labor services abroad, and implementing flexible working system.

Second, the structural configuration analysis of people and things

The structural configuration of people and things means that things are always varied, and people with corresponding expertise should be selected to complete them according to different properties and characteristics. An important goal of enterprise staffing is to assign reserve personnel to positions that can give full play to their expertise and strive to make the best use of their talents.

As the saying goes: Do the right thing with the right person. Therefore, according to the ability and characteristics of the existing personnel in the enterprise, the use of existing personnel is classified and a matrix table is listed, from which the actual use and effect of existing human resources in the organizational structure can be analyzed. For example, through vertical and horizontal analysis (listing the number of people in each position), find out the actual utilization rate of current human resources and find out the possibility of actual waste.

From the chart (case and illustration abbreviated). You can analyze how many skilled workers are doing non-technical work and how many technicians are doing technical work in this enterprise; Among the engineering and technical personnel, how many people do technical work and how many people do mechanics; How many professional managers are still working half-time or under-employed? Therefore, it is necessary to adjust human resources to avoid direct and indirect waste of labor costs.

Third, the quality distribution analysis of people and things

The quality distribution of people and things refers to the quality relationship between people and things, that is, the relationship between the difficulty of things and the level of people's ability. Things are difficult and complicated, and people's abilities are different. According to the characteristics, difficulty and complexity of everything, as well as the requirements for personnel qualifications, choose people with corresponding ability levels to undertake it. This is because the fundamental task of human resource management is to rationally allocate and use human resources and improve the input-output ratio of human resources. In order to use human resources reasonably, it is necessary to have a detailed understanding of the composition and characteristics of human resources. It can be said that human resources are composed of individual manpower and ability, and each person's ability is different due to the influence of physical conditions, education level, practical experience and other factors, forming individual differences. This individual difference is required to be arranged in the corresponding energy level post according to the difference of ability and level, so that the individual ability level can adapt to the post requirements.

There are two main situations in which the quality configuration of people and things does not match. The first is that the quality of the existing personnel is lower than the requirements of the current position; The second is that the quality of the existing personnel is higher than the requirements of the current post. For the former, skills training or job transfer can be considered to adjust the use of existing personnel; For the latter, we should consider promoting them to a higher position and exerting their greater potential.

In recent years, many enterprises generally have a tendency of "high talent consumption" in personnel recruitment, that is, excessive pursuit of academic qualifications in personnel recruitment, selection and promotion. Although this will improve the overall cultural quality of enterprises, it is the foundation of human resource management and development to be able to achieve "quantity and talent" and "application" Moreover, excessive pursuit of "high talent consumption" will inevitably lead to its negative effects:

-it is a waste of high talents and low use;

Second, talents with low diplomas and strong practicality are stifled;

Third, "not high enough" and "not low enough" will increase labor costs;

Fourth, it may also lead to negative and unstable internal personnel.

It can be seen that the most effective human resource management strategy is to apply and find a dynamic measure.

Four. Personnel and workload analysis

The relationship between people and things is also reflected in whether the number of things is compatible with people's affordability, so that human resources can maintain physical and mental health. This is because the activities of the organization are an organic whole that is interrelated, interdependent and welded before and after. The allocation of human resources in each department should adapt to its workload, so that the workload can adapt to the physical and mental endurance of human resources.

For example, the labor intensity of employees should be moderate, the mental work should be moderate, and the working hours should be moderate, which should not exceed a certain range. How to form a kind of pressure and motivation reasonably, while maintaining the health of employees and maintaining and improving their psychological state.

In practice, if the workload is too heavy, it is necessary to reduce the workload or set up new posts to share the work of the original posts; If the workload is not enough, we should consider merging the corresponding positions or increasing the work content of this position. Whether the workload is too heavy or too light, it is not conducive to the rational allocation and use of human resources.

Five, post personnel use effect analysis

The configuration analysis of people and things ultimately depends on the use of employees, which is an important content to dynamically measure the relationship between people and things. Generally speaking, people's use effect is often based on attitude, comparing performance with their own abilities.

In the proofreading of work performance and ability, according to the actual data (performance and ability), the effect of personnel use (basic analysis) can be divided into four intervals (cases and explanations). Interval a: high ability and good performance; Interval b: good performance, but low ability; Interval c: high ability but poor performance; Interval d is a situation of low ability and poor performance.

In practice, we should adopt different strategies and improvement methods for the above situation.

First of all, the employees in interval A are the employees with the highest value, and the unit should keep them and reuse them;

Secondly, it is necessary to encourage employees in the B section to maintain their original work enthusiasm and improve their ability through training, so that they can move closer to the A section;

Thirdly, employees in C-section should find out the factors that affect their performance and try to help them improve their performance in their future work. Finally, employees in D interval should pay attention to whether it is still possible for them to improve their current job performance or pass.

Training and evaluation, adjust positions.

[This article prompts]

The analysis of human resource allocation is based on the internal human resource allocation. However, when the internal configuration and adjustment are difficult to meet the current actual needs of enterprises, external recruitment is necessary. It can be said that the key to external recruitment lies in the effective matching between the recruited personnel and the positions to be hired. This kind of matching requires the organic combination of the personal characteristics of the candidate and the characteristics of the job position, thus embodying the hard truth of "being able to take up the post immediately", which is the expected result of human resource management.