Human resource risk management system

Do you know what constitutes a human resource risk management system? Do you know the human resource risk management system? The following is the knowledge I brought to you about the human resource risk management system. Welcome to reading.

First, the risk of employee recruitment.

Staff recruitment is the most important part of human resource management. Personnel recruitment has become a regular work in staffing. Common recruitment risks include the application risk of legal prohibitive norms in employment, the credit risk brought by hiring foreign employees, the risk that introducing foreign senior talents and accepting graduates will make enterprises futile, and other key issues in employee recruitment.

In order to effectively reduce the recruitment risk, we must first find out where the risk lies. As far as the recruitment risk caused by the applicant's subjectivity is concerned, the recruitment risk caused by the applicant's lack of ability is relatively small. Because as long as the intelligence is normal and you work hard, your ability can be gradually cultivated. People who have the ability but can't work stably because of their conduct and personality will often bring greater recruitment risks to enterprises, because long-term factors such as conduct and personality cannot be changed in a short time, let alone unilaterally.

This is why most enterprises put factors such as conduct and personality in the first place when recruiting employees. In addition to subjective reasons, objective reasons such as age, position, and scarcity of post talents are also important factors affecting job-hopping rate. Of course, another important reason for employees' job-hopping is that their companies can't provide good development space or reasonable salary, but if this is true, it will not be the personal responsibility of employees, nor will it cause risks to the recruitment of enterprises with sound and reasonable systems.

Second, staffing risk analysis

Personnel decision mainly refers to the decision of personnel appointment, promotion and salary change. In many enterprises, due to the rapid growth and expansion of enterprises, there is often a relative shortage of talents. Therefore, in the process of personnel decision-making, it is inevitable that improper employment, arbitrary promotion, and setting up posts for the people will occur. And most employees are used to the qualitative thinking of being able to go up and down, and the consequences of doing so can be imagined.

In fact, employing people is to emphasize the rational use of talents, so that they can play a role in the company's production and operation and create profits. However, if the wrong person is put in the wrong position at the wrong time, talents will be highly consumed and their value will not be developed and utilized reasonably, which will lead to the grave of enterprises.

(1) Peter risk:

The typical practice of enterprise employees' promotion is this: some employees who have outstanding performance in a certain profession will be appreciated by the above, and "those with high skills will become officials". In due course, these employees will be eliminated. However, after promotion, the employee's work, such as gas source work, is very different, which leads to his inability to adapt to the new task and his performance is not reflected, especially after the original marketing and technical positions have taken up management positions, due to the lack of corresponding training and management experience, problems are often prone to occur.

When this happens, the top management is not satisfied, and the enthusiasm of the promoted employees will also be hit, thus making the company lose an excellent professional in the original job and gain a bad manager. This is what ThePeterPrinciple said: "In a hierarchical organization, every employee will be promoted to a class that he is not competent for." Therefore, when selecting promotion candidates, we should be cautious, seek suggestions and evaluations from multiple channels, and make a promotion decision after we have a deeper understanding of employees.

(2) the risk of oversight of choose and employ persons

The most typical human resource risk caused by the oversight of employing people is that when the heads or backbones of branches are sent abroad, they do not conduct in-depth and detailed investigation and study, and they value ability over conduct when assessing candidates. In particular, the blind expansion of enterprises requires a large number of talents, and the talent reserve and training of enterprises are not enough before, enterprises will recruit everywhere with great fanfare, and some even rush to work without investigation and training, and the results will inevitably be mixed.

Once there is a problem with its professional ethics, coupled with the poor supervision of the headquarters, the light person steals secrets internally, damaging the image and reputation of the company and paying a painful price. In the worst case, it may lead to corporate disaster. Just like Li Sen sabotaged Bahrain Bank with a history of more than 200 years without authorization.

Third, the risk analysis of institutional norms

Many domestic enterprises are aware of the importance of enterprise institutionalization and management, but many enterprises' systems exist in name only, and institutionalization only stays in the oral stage. The risks of institutional norms are mainly reflected in:

1, the risk implied by the system itself.

Mainly reflected in the fact that enterprises have no "fundamental law" to guide and restrain the system, the system itself has not become a system, and various systems have no clear provisions on its effectiveness; The overlap, conflict and contradiction between the old and new systems make it impossible to implement them; Only substantive system, no procedural system to ensure the implementation of the system; There are many orders, departments are divided, and they are fragmented, which makes the system itself lack seriousness and feasibility.

2. There is no clear subject of "legislation" and "law enforcement".

Some enterprises pay more attention to management than management, and the functional management departments are relatively weak. They don't really define the system management department of the enterprise, who will formulate the system and who will supervise the implementation, and there is no clear stipulation. In this way, when each department formulates its own system, it must stand not from the perspective of enterprises and other departments, but from the perspective of departments. The same thing will happen, but the systems formulated by different departments are far apart. Of course, it is ok for each department to implement the departmental system within its own department, but once a matter crosses departments, it will be troublesome, because no one knows which system to implement, and it will often be abandoned in the end. After a long time, no one will abide by the system.

3. Business leaders don't take the lead.

If enterprise leaders do not pay attention to the institutionalized construction and management of enterprises, it will be difficult to carry out the institutionalized construction and management of enterprises. Many business leaders usually do not pay attention to their words and deeds, intentionally or unintentionally undermining the company's rules and regulations. In this way, the system will become a dead letter.

4. The management of the enterprise does not cooperate.

The management of many enterprises think that the institutionalized construction and management of enterprises are restrictions on their own rights. Especially for the operating institutions set up by enterprises in different places, some "government officials" always think that there are too many rules and regulations at the headquarters, too much emphasis on objective factors and local actual conditions, and try their best to break through the bottom line of the system under various excuses in practical work, or even "set up another center", which brings serious hidden dangers to enterprise management.

5. Training is not in place.

Although some enterprises have spent a lot of manpower and material resources to build a perfect system, they have not trained their employees, and some have only issued documents, only to remember the system of moving out when there are problems, and regard the system as a fire-fighting tool, and the effect can be imagined.

Fourth, performance appraisal risk analysis

Performance management is the core work and ultimate goal of human resource management. However, in many enterprises, although performance management has been introduced, the implementation effect is not ideal, either by halves or as a mere formality, which not only failed to motivate employees and improve performance, but even caused dissatisfaction among employees, undermined the stability of the organization and had a negative impact on the company's performance. Common performance appraisal generally has the following five risks:

1. The strategic objectives of the enterprise have been adjusted, resulting in the imbalance of the original performance appraisal system.

For example, in order to improve customer satisfaction, the customer service department of H Company added value-added services, set up a toll-free telephone number for customer consultation and provided 24-hour service. As a result, labor costs and operating costs increase, and customer satisfaction improves. In the short term, expenses will increase, profits will decrease, and even a series of indicators will change. Due to the different weights of each index, the evaluation is in trouble. If the department manager had considered the evaluation problems of the year, he would not have increased the free consultation telephone number and value-added services at all, which might have lost the customer market and led to the failure of the medium and long-term strategy. This will face the assessment dilemma.

2. Improper evaluation may lead to brain drain.

There are only three evaluation methods for all evaluations:

Superior decision-making formula-superior has full decision;

Index formula (also known as scientific calculation formula)-a series of indicators that most people can achieve, statistical calculation, giving the total score;

Vote one by one-colleagues, customers, experts, the public, etc. to evaluate and score.

And these three ways often can't correctly evaluate outstanding talents. Therefore, it is easy for outstanding talents to leave the company because of the evaluation.

3. Pay more attention to evaluation than work improvement, which leads to the decline of the overall operating efficiency of the company.

It is impossible for any performance appraisal system to include all the abilities, behaviors and achievements of employees. However, in practice, there is often a phenomenon of re-evaluation and light business promotion. Results The evaluation not only failed to improve the efficiency, but also reduced it.

4. Changes in assessment methods may lead to legal risks.

In some enterprises in China, the most common legal risk arising from evaluation is the violation of the organization's "labor contract". Some labor contracts have a term of 3-5 years or even longer, and are revised once a year. Some evaluation methods and structured evaluation tools directly conflict with labor contracts. For example, the "last elimination system" often does not conform to the terms of the labor contract. Soft indicators such as "enthusiasm and initiative" scored in evaluation cannot be used as the legal basis for dismissing employees in labor contracts. In other cases, when the difference between equipment and personal ability is difficult to distinguish, the legal risk brought by the evaluation of personal performance.

5. The "defect" risk of the performance appraisal tool itself.

The tools of performance appraisal are all flawed, so it is necessary to use any one. The evaluation index system is always one-sided. To eliminate this defect, it is necessary to cooperate with other management methods and tools in daily management and integrate performance evaluation into the overall management system of enterprises.

Verb (abbreviation of verb) Risk analysis of salary management

After the company's annual salary increase is finalized, some employees who think they are "value for money" will always have a "restless heart" because they are dissatisfied with the salary increase and suspect that they will not get the attention of the leaders. This is one of the main reasons for the high turnover rate of employees after the company's annual salary increase.

Enterprise salary generally consists of salary, bonus, commission, welfare and stock options. Correct and reasonable salary should follow the principle of "showing competitiveness externally and fairness internally". Because salary is not only the source of employees' life and value, but also an important means for enterprises to attract and retain talents.

Therefore, the quality of salary management affects the enthusiasm and ability of employees to a great extent, which is related to the success or failure of enterprises. However, in the salary management of enterprises, many managers adopt inappropriate management methods, are too emotional, and cannot follow the principles of fairness, justice and openness, which leads to the distraction of enterprises and low morale. Among them, the risks are mainly manifested in:

1, risks brought by "fuzzy compensation system".

Some enterprises, especially private enterprises, often use the secret payment method of "red envelopes", which arouses the curiosity of employees and makes them ask around, leading to mutual suspicion among employees. According to the theory of fairness, employees always feel that they pay more and get less, which leads to dissatisfaction and even slacking off their efforts, and managers may be kept in the dark. Those employees who take the "red envelope" may be ungrateful, because he will think that others may also have it, or even more than him.

2. Pay more attention to the risk of cash payment than non-cash payment.

Cash wages include wages, allowances, bonuses, "red envelopes" and so on. Non-cash compensation includes all insurance and welfare items provided by the enterprise for employees, physical objects, tours organized by the company, cultural and sports entertainment, etc. Non-cash salary can motivate employees without changing the total salary budget. Just by raising wages, that is, increasing the amount of cash payment, does not necessarily play an incentive role, but increases the cost of enterprises. While paying attention to cash payment, enterprises can't ignore non-cash payment salary incentives, such as promotion and training opportunities. Simply increasing the tangible income of employees can not play an ideal incentive role.

Unreasonable salary has dampened the enthusiasm of employees, so ensuring rationality is the premise. In addition, employees' sense of accomplishment, identity, concern, collective honor and corporate atmosphere are also the pillars to make their work smooth and positive, which does not occupy the cost of the enterprise.

3. The salary system is decoupled from the enterprise development strategy.

The life cycle stage and industry status of enterprises are different, and the corresponding salary strategies should be different. But at present, most enterprises implement a unified salary strategy, which is largely decoupled from the business strategy. For example, Company H claims to take the long-term interests of shareholders as its strategic goal in the system, but in practice it focuses on rewarding short-term business performance, which leads to the dislocation of the salary system and business strategy. For enterprises, the salary strategy of enterprises should not only keep incentive, but also reduce the cost of enterprises. If the economic principle and incentive principle of salary are not unified, the salary system will float.

4. Risk of improper implementation of performance pay.

In the salary management of enterprises, performance pay has become an important choice for most companies to seek scientific salary schemes. Some companies have mobilized employees' enthusiasm and improved their performance by implementing performance pay. However, not every company has achieved ideal results, and the key lies in the design of performance pay scheme. If the scheme is not good, the negative impact may be great.

Risk analysis of labor relations management of intransitive verbs

Labor disputes have always been a headache and sensitive issue in enterprises, especially since the promulgation of the new labor law. All kinds of labor relations disputes staged every day in China are varied and complicated, so enterprises must not take them lightly. Risk management of labor relations based on labor contracts refers to risk management in all aspects of the conclusion, modification and termination of labor contracts to prevent risks from occurring in labor relations management. As a party to labor relations, enterprises often ignore the hidden risks in labor relations management because they feel that they are in a strong position, thus stepping into the "house of flying daggers" of labor disputes.

Seven, employee training risk analysis

In the fierce competition for knowledge and talents, enterprises must have a high-quality staff if they want to gain competitive advantage. Establishing a high-quality workforce requires enterprises to continuously improve their training capabilities. Many far-sighted entrepreneurs have realized that employee training is an indispensable investment activity of modern enterprises, which is not only conducive to the management and sustainable development of enterprises, but also conducive to the development of employees' career and potential. However, as an investment behavior, training inevitably has training risks. Among them, the biggest headache for enterprises is the risk of employee turnover after training. Enterprises invest in training employees, and their knowledge and skills are improved, but they are quickly poached by competitors. This makes enterprises feel that training is to make wedding clothes for others, and their investment has hit Shui Piao.

Measures to resolve training risks mainly include:

1, using legal constraints.

At present, the method generally adopted by enterprises is to require employees to sign a training service agreement before receiving training, which stipulates the minimum service life of employees in the company after receiving certain training. If they need to move before the service expires, they should compensate the training loss of the enterprise.

2. The combination of training development and career management.

The career development of employees is inseparable from the development of enterprises. Employees need to improve their professional skills in the work and study opportunities and environment provided by enterprises in order to achieve future development. In order to make talents more stable after training, the key is to combine training with the development of enterprises and the personal development of employees. Trainers should find the best combination of employee needs and enterprise needs.

Close to the reality of enterprise management and business as much as possible in time and space, so that employees can actually apply the training results in the enterprise after receiving training, and provide their own professional skills and their own market employment value. To help employees plan their own development path in the enterprise. Let employees feel that his future in the company is tangible, and he should actually cash it. Training and promotion should be closely linked, which should not only aim at the specific situation of individuals, but also reflect the overall planning of the company. At the same time, it is challenging, which makes students closely linked with enterprises.

3. Concentrate talents by inculcating corporate culture.

Lenovo believes that if you neglect the loyal cultivation of talents, no matter how high your salary is, someone will poach him at a higher price. The most fundamental thing is to start with the enterprise concept and comprehensive environment. "The fundamental plan for running a long-term company is to cultivate talents for a hundred years". In Lenovo, whether it is management training or skill training, the training of corporate culture runs through it all the time. The company believes that the key factor of enterprise success is the penetration and implementation of corporate culture in every corner of the company. Both college graduates and experienced employees, including senior managers, have to undergo a week-long "model training" after joining the company, that is, "copy" Lenovo's entrepreneurial spirit into employees' subconscious, integrate employees' thinking and behavior into Lenovo's corporate culture concept and code of conduct, and unite talents through ideas and culture.

4. Attract and retain talents by establishing corporate reputation and win returns.

In a survey report on the overall situation of professional managers in Beijing, Shanghai, Guangzhou and Shenzhen, it involves the comparison of salary and welfare, enterprise recognition, personal satisfaction and living conditions. In the welfare survey project, 85.7% of managers said that they paid more attention to training and further study than other welfare projects such as medical care and housing. Relevant surveys show that training provided entirely by enterprises is one of the key factors to attract young and promising job seekers.

Eight. Risk of personnel changes

1, job-hopping

Job-hopping is the most common phenomenon in human resource risk. "Taking refuge in the enemy camp with a gun" allows employers to have the latest information of competitors at once. At present, the collective job-hopping trend of "eight immortals crossing the sea" is popular in business circles, which has caused great harm to the shock of internal organizational structure adjustment and the helplessness of the original enterprise during the recovery period. This uprooted collective behavior will even lead to a rapid decline in corporate performance and trigger a comprehensive business crisis.

Step 2 fire

Welch, the former president of General Electric, once used an image metaphor to express the true meaning of management: "You should be diligent in fertilizing and watering flowers and plants. If they thrive, you will have a beautiful garden. If they fail, cut them off. This is what management needs to do. " It is easy for plants to "cut branches and leaves", but it is difficult for enterprises to "cut people", and the sequelae are endless. In addition, the question of whether the merged personnel will stay or not is also a headache. Enterprises want to strengthen their competitiveness through mergers and acquisitions, but it often backfires. It is necessary to be skillful in handling the dismissal of employees, otherwise lawsuits will continue, corporate image will be damaged, and human resource risk crisis will follow.

3. "Airborne troops"

After the development and expansion, enterprises put forward higher requirements for management. In order to make up for the lack of original talent, the strategy of "airborne troops" is usually implemented. However, we often find a strange phenomenon: after some middle and senior talents who seem to have great achievements are poached by enterprises at high prices, their performance is often unsatisfactory, and the final result is either dismissal or resignation, which makes enterprises suffer losses. The reason lies in the difference between individual ethics and the overall ethical orientation of enterprises when talents serve enterprises.

There is an old saying that is often reflected in the practice of human resources, that is, "foreign monks can recite scriptures." In business circles in China, the phenomenon of "airborne" general manager is common, but it often leads to the ending we mentioned at the beginning. After introducing managers, they sadly found that the enterprise did not improve greatly, and it was badly hurt, just like Shang Yang's political reform and law. There are many factors that cause this situation, but it is very important that professional managers are unprofessional. The so-called lack of professionalism does not mean that they doubt their professional talents, but that their professional ethics lack professionalism. A survey shows that the talents, knowledge and management ability of managers in the three places are roughly the same, but there is an obvious difference: professional managers in Hong Kong and Taiwan all say that they will do as required by the board of directors, in other words, accomplish the enterprise's goals; Many professional managers in Chinese mainland want to do what they think is right, but the goal of the enterprise has been diluted.

4, placement and handling of work transfer and surplus personnel.

In the process of enterprise reform, it is inevitable that some employees will face job transfer or dismissal because they do not adapt to the company reform. In this case, the company should take correct measures to avoid labor disputes with employees. Provide training opportunities for employees who are forced to transfer jobs to improve their career planning level. For employees who are forced to dismiss, it is best for qualified enterprises to provide these employees with some basic training so that they can have certain basic skills when looking for a new job; At the same time, according to the provisions of the Labor Law: pay compensation to employees. This is the lowest cost for employees and the company, and it is also a very decent practice. There must be some conflicts between company reform and employees' own interests, which requires us to consider both the interests of the company and the rights and interests of employees in the process of dealing with these conflicts. Only by coordinating these two aspects can a company's reform be in a favorable position.

;