Recruitment configuration of six modules of human resource management

Personnel appointment emphasizes the matching of people and posts, the right position and the right person. Finding the right person but putting it in the wrong position will make recruitment as meaningless as not finding the right person. It is an effective recruitment to recruit the right talents and assign them to the right places. Recruitment and distribution have their own emphasis. Recruitment consists of a series of steps such as demand analysis, budget formulation, recruitment scheme formulation, recruitment implementation and follow-up evaluation. The key is to do a good job of demand analysis. First of all, make clear what people the enterprise needs, how many people it needs, what requirements it has for these people, and through what channels to find these people the company needs. After the goals and plans are clear, the recruitment work will become more targeted. In fact, the analysis of recruitment needs should consider staffing, so that a standard is tailored according to the position, and then the personnel needed by the enterprise are recruited according to this standard, and staffing will be simplified as a procedural link. Recruitment and distribution can not be regarded as independent processes, but two links that influence and depend on each other. Only by recruiting suitable personnel and making effective allocation can we ensure the realization of the significance of recruitment. Human resource management should make the best use of people, make the best use of them, and make the best use of them. However, how to realize scientific and reasonable allocation is an important problem to be solved urgently in human resource management for a long time. How can we allocate human resources effectively and reasonably? The following principles must be followed:

1. energy level correspondence principle

The rational allocation of human resources should strengthen the overall function of human resources and make people's ability correspond to the job requirements. There are levels and types of enterprise posts, occupying different posts and at different energy levels. Everyone also has different levels of ability and is in different energy level positions in the vertical direction. The allocation of post personnel should correspond to the energy level, that is, the energy level of each person corresponds to the level and energy level requirements of the post.

2. Advantage positioning principle

Human development is influenced by innate quality and restricted by acquired practice. The acquired ability is not only related to my efforts, but also related to the actual environment. Therefore, people's ability development is unbalanced and their personality is diversified. Everyone has their own advantages and disadvantages, their overall energy level, as well as their own professional expertise and work hobbies. The content of advantage positioning has two aspects: first, people should choose the position that is most conducive to giving play to their advantages according to their own advantages and job requirements; Second, managers should also put people in the position that is most conducive to giving full play to their advantages.

3. The principle of dynamic adjustment

The principle of dynamic means that when the demand for personnel or positions changes, the staffing should be adjusted in time to ensure that the right people always work in the right positions. Jobs or job requirements are constantly changing, and so are people. People's adaptation to the post also has a process of practice and understanding. Due to various reasons, the energy levels do not correspond, and non-strong use often occurs. Therefore, if you take a position and do a lifelong job, it will not only affect your work, but also hinder your growth. Energy level correspondence and dominance positioning can only be realized in the dynamic process of continuous adjustment.

4. Introversion principle

Generally speaking, when enterprises use talents, especially senior talents, they always feel that talents are not enough and complain about the shortage of talents in their own units. In fact, each unit has its own strengths. The problem is that "there are always swift horses" and "Bole is not always there". Therefore, the key is to establish the internal human resources development mechanism and the incentive mechanism for using talents. These two mechanisms are very important. If there is only a talent development mechanism without an incentive mechanism, then the talents of this enterprise may flow out. Cultivating talents from within, providing opportunities and challenges to capable people and creating a tense and inspiring atmosphere are the driving forces for the company's development. However, this does not rule out the introduction of necessary external talents. When you really need to recruit talents from outside, you can't "draw the land as a prison" and hold on to the inside of the enterprise. The allocation of human resources not only involves the outside of the enterprise, but also more and more difficult jobs exist inside the enterprise. From the actual performance, there are three main forms of human resource allocation:

1. Relationship between people and posts

This configuration type mainly ensures the human resource quality of various departments and positions in the enterprise through all links in the process of human resource management. It is a form of configuration according to the corresponding relationship between employees and positions. As far as enterprises are concerned, there are generally the following types of employee allocation methods: recruitment, rotation, probation, competition for posts, and last elimination (when the number of employees in enterprises exceeds the number of posts, or in order to maintain certain competitiveness, the laid-off workers with the worst ability are diverted during the trial or competition for posts. This is a way to eliminate the last) and two-way selection (when the number of employees in an enterprise is equivalent to the number of positions, the job requirements are often announced first, then the employees are free to choose, and finally the candidates are selected through the positions. This is a two-way choice of configuration).

2. Mobile configuration type

This is a configuration type from the relative position movement of employees. It ensures the quality of human resources in all positions in the enterprise through the relative flow of personnel from top to bottom to left and right positions. This configuration has three specific forms: promotion, demotion and transfer.

3. Process configuration type

This is a configuration type of employee flow relative to enterprise positions. It ensures the quality of human resources in various departments and positions within the enterprise through the flow of personnel relative to the internal and external enterprises. This configuration has three specific forms: placement, adjustment and dismissal.

How to allocate human resources in enterprises

1. Reasonably adjust the personnel structure of the production line, especially the mining line. According to the principle of being lean and efficient, we will adjust the old and infirm who are not suitable for the first-line production, enrich the strong to the first-line production posts, so that the workers in the first-line production team will always maintain the trend of being strong and capable, and ensure that the first-line production personnel can have strong energy to complete various production tasks.

2. According to the actual needs of production, referring to the number and workload of production line personnel, auxiliary personnel are allocated in proportion to ensure quality and quantity, complete production tasks on time, and do not waste labor.

3. For the staffing of ground and government posts, it is necessary to put an end to the phenomenon of creating posts with people. Posts that can take part-time jobs should be merged to ensure the rational use of human resources.

4. Let every employee compete for positions according to their own abilities in an open, fair and just way. Post personnel implement three-level dynamic management. That is, posts are divided into excellent, qualified and temporary posts, and the three-post intermodulation system is implemented regularly according to the actual work performance of each post. Let every employee have both motivation and pressure.

5. In the process of human resource allocation, it is necessary to break the identity boundary between workers and cadres, and truly be competent and mediocre. At the same time, we should also break the concept that college graduates must be assigned to management positions, which can be assigned to some highly skilled workers. Let them give full play to their intelligence and wisdom in practice, and make up for the defects in practice with their theoretical knowledge, so as to promote the technological progress of related posts.

6. When staffing production (work) posts, the old, middle-aged and young people should be combined to give full play to the role of transmission, help and belt. Let the age structure, knowledge structure and body structure of each post conform to the principle of optimal allocation, and let the experienced and high-tech old employees and energetic and strong young employees form a complementary effect to ensure the efficient achievement of the established goals of the enterprise. There are three forms of human resource allocation:

This configuration-based relationship between people and posts mainly ensures the quality of human resources in various departments and positions in the enterprise through all links in the process of human resources management.

Mobile configuration type

This configuration has three specific forms: promotion, demotion and transfer.

Process configuration type

This configuration has three specific forms: placement, adjustment and dismissal.

Combine the above three forms of human resource allocation, rationally allocate human resources within the enterprise, and dynamically optimize the allocation of human resources based on the relationship between individuals and positions, following the following "dynamic matching model between individuals and positions":

This dynamic matching model mainly includes the following main steps and components:

Human resources planning

Enterprise goals can only be achieved by allocating qualified human resources, and the allocation of human resources requires careful human resources planning. Human resource planning is the preliminary work of enterprise manpower allocation, the dynamic prediction and decision-making process of enterprise personnel flow, and plays a leading and coordinating role in human resource management. Its purpose is to predict the demand and possible supply of human resources for enterprises, ensure that enterprises can obtain qualified personnel in the needed time and position, and realize the development strategy of enterprises and the personal interests of employees. If any organization or enterprise wants to have a qualified and efficient staff, it must carry out human resource planning.

Vacancy application and approval

Manpower planning is more about forecasting the number of people needed by the enterprise and the number of people that can be provided within the enterprise. As for which departments and positions are vacant, the person in charge of each department needs to submit vacancies and applications, and the human resources department will carefully and strictly examine and approve them. If there is no strict audit, or this kind of audit is formally set up but doesn't work at all, it is very likely to lead to the overall population expansion of the company. Therefore, strict job application and approval is the basis of effective manpower planning and effective utilization and allocation of human resources.

Job analysis

After determining the positions to be recruited and the number of vacant personnel in each position, these positions should be analyzed to determine the post tasks, responsibilities and qualifications. In fact, job analysis should be done as a basic work of human resource management, and it is not necessary to wait until there is a recruitment demand. If the job analysis is done well and a standardized job description is formed, then when there is a recruitment demand, it is only necessary to see whether the responsibilities and qualifications of the post have changed with the changes in the internal and external environment of the enterprise.

Talent evaluation

Through job analysis, we can understand the requirements of the post for personnel in terms of knowledge, skills and personality, so as to design indicators for talent evaluation and choose corresponding measurement tools. Scientific talent evaluation of job seekers can let us know whether he or she is qualified for a certain position. So as to provide a basis for the rational allocation of talents. Because the allocation of human resources in enterprises is mostly completed within enterprises, it will be very beneficial to the development of enterprises to conduct a general survey of human resources through talent evaluation and performance appraisal and establish a talent pool of enterprises on this basis.

Recruitment and rational allocation

After job analysis and talent evaluation, it is necessary to rationally allocate the personnel recruited from inside or outside the enterprise, put the right person in the right position, and match the individual with the position. In fact, personal and job matching contains two meanings. First of all, job requirements should match personal qualities; Second, work remuneration should match personal motivation. It can be said that all activities of recruitment and staffing are aimed at matching these two levels and cannot be biased. The reason is not complicated. For example, an enterprise wants to recruit a manager of R&D department, emphasizing what kind of knowledge, skills, talents and experience the candidate must have. There are indeed people with this quality among the candidates. Does this mean that job matching can be achieved? Not necessarily. If there is a gap between the salary standard set by the recruiting enterprise and the expectation of the candidate, then the personal-position matching cannot be realized.

Dynamic optimization and configuration

After personnel recruitment and reasonable and effective allocation, human resources must be dynamically optimized through deployment, promotion, demotion, rotation and dismissal. Because with the changes in the internal and external environment of enterprises, there will inevitably be new requirements for job qualifications, and with the passage of time, people working in this position may no longer be suitable for the requirements of this position or their abilities have far exceeded the requirements of this position. Therefore, it is necessary to conduct job analysis and talent evaluation again, and reposition job responsibilities, job requirements and the knowledge, skills and abilities of existing personnel. The rise of the rise and the fall of the fall make the allocation of human resources close to rationality. This is the key factor to realize the continuous optimal allocation of human resources in enterprises. Therefore, leaders, especially the human resources department, should keep track of the changes in the internal and external environment of the enterprise at any time, update the work analysis documents in time, and managers at all levels should have a comprehensive and correct understanding of their posts and subordinates, so as to optimize the human resources allocation of the whole enterprise.

output

After the enterprise adopts correct measures and means to rationally allocate human resources, the right people will work in the right positions, which will improve employees' work performance, job satisfaction and attendance, thus improving the overall efficiency of the organization.

Whether the allocation of human resources is reasonable has a great influence on the short-term performance and long-term development of enterprises, which should be paid enough attention to. After completing the recruitment of talents, enterprises should also follow the relevant theories and methods of human resource allocation, achieve the matching between people and posts, make the best use of people as much as possible, reduce internal friction, give full play to the role of human resources, and promote the sustained, stable and rapid development of enterprises. 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 people are overstaffed or things are floating on people, it is not the result that enterprises want to see. At present, many business owners are very upset. On the one hand, ordinary and skilled employees are hard to recruit, and there is no way. On the other hand, the 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 all kinds of 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.

According to the human resource matrix, we can analyze how many skilled workers are doing non-technical work and how many skilled workers are doing technical work. 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 each thing and its requirements for personnel qualifications, choose people with corresponding abilities 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.

Many enterprises generally have a tendency of "high talent consumption" in personnel recruitment, that is, they excessively pursue academic qualifications when recruiting, selecting and promoting personnel. Although this will improve the overall cultural quality of enterprises, it is the foundation of human resource management and development to achieve "quantity and suitability". 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 interrelated, interdependent and coherent organic whole, and 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.

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 they have the possibility of improving their job performance, or readjust their posts through training and evaluation.

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 work immediately", which is the expected result of human resource management. 1. Effectively handle the daily work of human resources and relieve the pressure of transactional work.

Few human resources practitioners do not work overtime, especially the specific HR operators in some large enterprises, who are engaged in tedious, repetitive and very heavy workload every day. With the development of enterprises, the workload and pressure of human resources departments are increasing, and the service satisfaction is getting worse and worse. Therefore, it is a key measure to help human resource operators optimize their work mode and improve their work efficiency.

In the information system, we can optimize the working mode from three aspects.

First, lay a solid foundation for personnel management. The basic staff is trivial and takes up a lot of work. If you get caught up in these complicated things, you will have little time to think about strategy, planning, planning and so on. For routine work such as employee's entry, transfer, employment confirmation, salary calculation and payment, the system can automatically handle it through batch operation, effectively improving HR work efficiency and saving more time.

Secondly, using the early warning function provided by the system, prompt the work in time, such as: reminder of the expiration of probation period, reminder of signing two fixed-term contracts, and early warning of resignation intention. It can greatly reduce the time and energy that human resource managers spend on transactional work and free up a lot of time for human resource planning and consulting.

Finally, mobilize all employees to participate. Human resources workers often receive telephone inquiries from employees, such as why the salary is less? Which stage of the leave process has been approved? The business manager can consult the personnel information and labor cost information of the department. How does it feel to receive dozens of similar calls every day, month after month? Through the information system, some self-help projects can be inquired by employees and business departments themselves to find out how much wages have been deducted and what the situation of department personnel is, so that similar simple consultation will not take up more time. Really realize the transformation from "transactional human resource management" to "strategic human resource management" and become a real strategic partner of the top management of the enterprise.

2. E-commerce process realizes the standardization of human resource management.

The impact of talent entry and exit on enterprises is self-evident. What kind of people do you need to come in? Who needs to go out in a bad economic environment? If the enterprise assumes that it will lay off employees, will it lay off those with higher annual salary? It's not that simple. An employee's annual salary of 500,000 does bring great cost pressure, but he may have created a value of 654.38+0 billion. What do we do? This requires a good talent entry and exit mechanism to evaluate who should be laid off and what kind of people should quit.

First of all, we need to improve the qualification system. The basis of talent entry and exit lies in how to measure the matching degree of this person with his post ability, that is, whether he meets the post qualification. Using the recruitment business platform of eHR system, we can effectively control some key nodes, such as the approval of recruitment requirements, job matching of candidates, interview evaluation and other functions, effectively select talents, and resolve the risks brought to enterprises by blind employment.

Finally, standardize the management of contract employment. According to the labor contract law, it is very important to standardize and refine the management of employee labor contracts. Information system can not only record and monitor the labor contract status of employees at any time, but also help enterprises to do a good job in talent cost analysis through real-time statistics.

3. Use the performance system to make performance management more fair and just.

Due to the lack of computer assistance, the traditional evaluation model has a huge evaluation cost, and managers have to choose a simple evaluation model. However, a simple evaluation model is bound to be difficult to achieve quantitative and multi-angle measurement and evaluation. Too low assessment frequency will inevitably bring "myopia effect" and "halo effect", and with the interference of human factors such as "nice guy", it is difficult to ensure the fairness and justice of assessment work. These headaches for enterprises can be solved by using eHR system.

Using eHR system, you can finish the performance appraisal online, automatically calculate the assessment results, and make intelligent comparative analysis of the assessment results from multiple angles to help leaders select outstanding talents. Through the employee self-service platform, employees can also query individual performance appraisal results online. Every assessment result of employees will be recorded in the system, whether it is excellent or incompetent. Through the system at a glance. If there are different opinions, employees can also feedback directly through the system, so that employees can know their performance in time. In addition, the setting of various parameters in the background of the system can effectively control the interference of human factors such as "good people" and "venting personal grievances" and make the assessment results more fair and just.

Informatization can help enterprises to better realize process management. When employees carry out performance goals, superior managers must know fairly well and control them well in the process. For example, in this process, employees' good and bad performances can be recorded in the system at any time. The poor performance of the employee affected his work. The superior needs to guide him, give suggestions for improvement and help employees grasp the direction in the process. Data recording of performance process management plays a very important role in performance evaluation. According to the process records, there will be sufficient evaluation basis when evaluating performance.

4. Multi-angle analysis and application to assist decision-making and support enterprise strategy.

The value of human resource management is by no means a simple functional application. As an important part of enterprise strategy, the formulation of human resource strategy needs to be based on detailed, objective and in-depth analysis. Therefore, the analysis of human resources is the basis of strategic decision-making of human resources.

For the decision makers represented by the general manager, they are more concerned about the overall control of human resource management information, the static structure analysis of human resource status, the dynamic trend analysis of human resource status, the composition of labor costs, the changing trend of labor costs, the proportion of personnel post structure, the matching rate of people and posts, the arrival rate/turnover rate of key talents, employee satisfaction, per capita output/expense rate and so on.

To sum up, eHR, as a new concept and mode of human resource management, can effectively realize the efficient management and service of human resources, improve the overall satisfaction of employees and enhance the core competitiveness of enterprises.

Through the establishment of eHR system, we can achieve: 1, outsourcing tedious routine work to eHR system, so that human resources workers can make time for more effective strategic work of human resources management; 2. Through the establishment of * * * Enjoy Service Center, the cost of employee management is significantly reduced, and at the same time, employee satisfaction is greatly improved; 3, fully tap the enterprise computer network resources, to information technology to benefit, to achieve benefits. -Help employees to be competent and explore their maximum potential.

For new employees, in order to adapt and be competent as soon as possible, in addition to their own efforts, they need the help of the company. For on-the-job employees, in order to adapt to the adjustment of company strategy brought about by the change of market situation, it is necessary to constantly adjust and improve their skills. Based on these two aspects, it is necessary to organize effective training to maximize the potential of employees. As far as content is concerned, training includes corporate culture training, rules and regulations training, job skills training and management skills development training. Training must be targeted and take into account the specific needs of different groups of students. For new employees, training can help them adapt to and be competent for their jobs. For on-the-job employees, training can help them master the new skills needed for the post and help them maximize their potential. For the company, training will make the enterprise run smoothly and improve its performance. -one of the most effective means to motivate employees.

Salary and benefits have two functions: one is to affirm the past performance of employees; Second, with the help of an effective salary and welfare system, employees can be promoted to continuously improve their performance. An effective salary and welfare system must be fair, ensuring external fairness, internal fairness and post fairness. External fairness will make the salary and welfare of enterprises competitive in the market, internal fairness needs to reflect the vertical difference of salary, and post fairness needs to reflect the competency gap of employees in the same position. Fairness of past performance will definitely give employees a sense of accomplishment, and commitment to future salary and benefits will stimulate employees' enthusiasm for continuous improvement of performance. Salary and welfare must be organically combined with material and non-material forms in order to meet the different needs of employees and give full play to their maximum potential.