Please give an example of the productivity plan in the human resources plan.

Productivity planning in human resource planning is actually a part of incorporating productivity planning into human resource planning.

Human resource planning and capacity planning were originally different plans of two different departments. However, as a human resources department, the capacity plan can be merged with the unit capacity plan and incorporated into the human resources plan.

According to the planning period, the production capacity plan can be divided into long-term production capacity plan, medium-term production capacity plan and short-term production capacity plan. Therefore, human resources departments can formulate corresponding human resources planning chapters and contents through different plans.

1, long-term capacity plan

Long-term production capacity plan refers to the production capacity plan that lasts for more than one year. The productive resources involved in long-term planning take a long time to obtain and will be consumed in a long time, such as buildings, equipment, material facilities and so on. Long-term capacity planning can be divided into two categories: expansion capacity planning and contraction capacity planning.

Long-term production capacity planning is strategic, which is based on long-term demand forecast, long-term development strategy and product development plan. Long-term capacity planning is risky and needs careful study, full demonstration and careful decision-making.

Therefore, when making a human resource plan, we should consider the matching of talents, such as long-term staff training, the establishment of talent pool, talent reserve and so on. The talent pool of well-known companies has absorbed thousands of talents from all over the world. Alcatel's talent pool accommodates 4000 people, including leaders and potential successors. With the consent of the parties, you can also master other materials, such as resume, position in the enterprise, personal development plan, performance summary, etc.

2. Medium-term production capacity plan

Medium-term capacity plan refers to the monthly plan or quarterly plan made within six months to 18 months. Here, when the number of employees changes (recruitment or dismissal), new tools are added, small equipment is purchased, and subcontracting contracts are signed, it may be necessary to adjust the medium-term plan.

At this time, the stability of talents is very important to ensure the completion of the plan within a certain period of time.

For example, the French liquefied gas company will conduct a comprehensive inspection of its "strategic position" every one and a half years, and will arrange six successors. The practice of DRH Company is to consider replacing a newly appointed person. Esso has identified about 200 key positions among its 20,000 employees and arranged them one by one. Practice has proved that this kind of preparation in advance is very reasonable, because according to the principle of personnel flow, leading cadres will change their posts every four to five years.

3. Short-term production capacity plan

Short-term production capacity plan refers to the production capacity plan within one month. This type of production capacity planning is related to daily or weekly production scheduling, and in order to eliminate the contradiction between planned output and actual output, it is necessary to adjust the short-term plan accordingly, including overtime, personnel transfer or replacement of production planning.

This plan is aimed at urgent production tasks, and the support of talents in a short time plays an important role in the implementation of the production plan. In order to cope with the plan, even the company had to turn to the headhunting company.

4. Comprehensive plan

The above long-term, medium-term and short-term production plans are sometimes transformed into each other, so the human resources plan should be adjusted in time accordingly to make the plan more perfect.

Case 1:

Federal Express Company and United Parcel Service Company are direct competitors in parcel transportation industry, and their comprehensive planning methods are obviously different. Federal express transportation company has a large number of part-time employees for its giant parcel sorting equipment. During the four-hour shift in the middle of the night, this Memphis facility was equipped with a certain number of personnel to handle more than 1 10,000 letters and packages. The company found that college students are an ideal source of employment, and these energetic part-time employees meet the peak demand. In UPS's parcel sorting center, managers are also faced with the decision whether to hire more full-time employees or temporary workers. UPS selects full-time mode. The company also comprehensively studied the work plan and workflow. I hope to provide a high level of job satisfaction and establish a strong sense of team. UPS has long working hours and hard work.

Case 2:

Boggis Roy's swimsuit production plan Boggis Roy is a bathing suit manufacturer in Buenos Aires. The company has formulated a personnel reform policy, which not only reduces costs, but also enhances employees' sense of responsibility to customers. As a company affected by seasons, the company had to sell 3/4 of its products overseas in three months in summer. The management of Roy in Boggis still relies on overtime, hiring temporary workers and accumulating inventory to meet the rapidly increasing demand as in the traditional way. But this method also brings many problems. On the one hand, because the company produces swimwear several months in advance, the style can not meet the changing needs; On the other hand, during the busy three months, the managers were greatly annoyed by customers' complaints, urgent demand for products, schedule changes and exports. Boggis-Luo Yi Company's solution is to change the production plan 1 1 from August to mid-June to work 52 hours a week (summer in South America and winter in the northern hemisphere) while maintaining the normal remuneration of workers for 42 hours a week. Wait until the peak period is over, and work 30 hours a week in April of the following year. In the case of loose time, design and normal production. This flexible scheduling reduced the company's production capital by 40% and doubled the peak production capacity. Because the product quality is guaranteed, the company has gained a competitive advantage in price, so its market is very broad, extending to Brazil, Chile and Uruguay.