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Research on the impact and countermeasures of the global economic downturn on corporate labor relations management

Abstract: The economic crisis has had a huge negative impact on corporate human resources management, with companies laying off employees and reducing wages. This strategy has caused enterprises to face a serious crisis of trust. In response to the above problems, this article analyzes the content of human resource costs and puts forward targeted strategies for human resource quantity and quality management. From the perspective of human resource cost management business, this paper conducts an in-depth discussion on enterprise human resource management methods under the economic crisis, which has certain guiding significance for enterprise development.

Keywords: economic crisis; corporate human resources; cost optimization; management strategy

In today’s world of global financial and economic integration, the impact of the U.S. economic crisis on the Chinese economy is huge. Domestic companies must take targeted measures to avoid greater losses. As the economic crisis gradually has a more profound impact on enterprises, enterprise costs will become higher and higher, and energy consumption expenditures will increase. As a result, corporate profits are reduced and corporate survival space is reduced. The economic crisis has had a huge impact on the human resources of our country's enterprises, and has had an even greater impact on the human resources management of our private enterprises. The specific manifestation is that various enterprises have adopted layoffs or salary cuts, which has affected a series of industries such as real estate, aviation, petrochemicals, etc. industry. Pay cuts and layoffs have become an important way for companies to cope with the economic crisis. Human resource management is the top priority, and it can be said that one step affects the whole body. In the current situation of the financial crisis, how should enterprises formulate human resource management response strategies? How to rely on human resources to find opportunities and achieve greater development during the crisis? This article examines the impact of the global economic downturn on corporate labor relations management , discuss from the perspective of human resources cost management business, and propose some coping strategies.

1. Research on the cost of human resource management

The definition of human resource management describes the concept of human resource management as follows: “Human resource management refers to the use of modern scientific methods to manage certain physical resources. Reasonable training, organization and deployment of combined manpower, so that manpower and material resources are always maintained at the best ratio, and at the same time, appropriate induction, control and coordination of people's thoughts, psychology and behavior are given, giving full play to people's subjective initiative, so that people can make the best use of their talents. , to achieve the goals of the organization." Based on this, human resource management includes two aspects: "quality" and "quantity" of personnel. Management cost is the ultimate goal of management in both aspects. The specific human resource costs are summarized as follows:

(1) Human resources Resource acquisition cost

Human resource acquisition cost is the cost incurred by the organization in the process of recruiting and enrolling employees. It mainly includes recruitment cost, selection cost, employment cost and placement cost.

(2) Human resource development costs

Human resource development costs are the costs incurred by the organization to improve the production and technical capabilities of employees and increase the value of the organization’s human assets. They mainly include pre-job education costs, job positions Training costs, off-the-job training costs, etc.

(3) Human resource usage costs

Human resource usage costs are the costs incurred by the organization in the process of using employees, mainly including maintenance. Costs, reward costs, transfer costs, etc.

(4) Human resource protection costs

The human resources protection cost is to ensure the survival of human resources when they lose their use value temporarily or long-term. Expenses that must be paid for labor rights, including labor, retirement, pension security, unemployment security, health security and other expenses

(5) Human resources turnover costs

Human resources turnover costs are due to The costs incurred by employees leaving the organization include severance compensation costs, pre-resignation inefficiency costs, vacancy costs, etc.

2. Cost optimization management strategies

(1) Recruitment management. The strategy is "wide in and wide out, and absorb even lows."

Strategic Reserve"

For enterprise development, personnel control policies require long-term planning. At the current stage, we urgently need to establish a strategic talent pool for the enterprise and screen the resume information collected from various channels. By stocking up, some high-end and urgently needed talents can be selected from the best at a relatively low cost, while the rest can be retained in the strategic talent pool for quick search when the economic environment improves and the company expands or resumes production. Talent. If you don't recruit "talent" during the crisis, the company will be in real crisis. The companies that are most affected by this economic and market fluctuation will have salary and bonus cuts and layoffs ranging from senior managers to front-line workers. All levels. This will definitely trigger panic symptoms among employees and directly lead to large-scale job hopping. Therefore, most companies rely on recruitment channels such as company websites, campus recruitment, and social recruitment. Job fairs, newspapers, online media, intermediary companies, etc., various channels will consume our recruitment budget to a greater or lesser extent, so it is very necessary to summarize and analyze whether the costs and results achieved by various channels are reasonable.

(2) Strengthen training and deepen employee quality and skill reserves

During the economic boom, “lack of time” is the most difficult problem faced by corporate executives in training to improve employee quality and business capabilities. Nowadays, for those who are in a state of half-stop production and the production tasks have been reduced, it is a rare opportunity for training and recharge. The training department can systematically prepare a medium and long-term training plan based on the current situation. The training plan can be based on the company's training system. The focus is on the two perspectives of job and ability improvement. Job-related training is mainly some professional skills courses, and ability-related training is mainly some general basic quality courses. The training department should be based on the company's long-term development goals and strategies. , and develop a complete set of solutions. Under the current environment, cost savings should be an important consideration in training. In addition, we should deeply explore the company's own potential and resources through internal senior engineers. Wait for the corresponding talents and existing equipment and facilities to be completed, and try to avoid high-cost methods such as outsourcing and leasing.

(3) Effectiveness assessment management

Through performance assessment management, improve the enterprise. Revenue and profit are important elements of an enterprise's "open source". In today's economic environment, a refined full-process performance management model must be adopted to closely integrate the company's strategic goals, organization and individual key assessment indicators, and implement them into every executable aspect. nodes; incorporate daily work plans and work summaries into the performance management process, and ensure the effective achievement of final performance goals through real-time monitoring of the execution process. Specific assessment indicators and content response suggestions include:

For the original production department, financial department, logistics department, human resources department and other institutions and personnel in the enterprise that are not directly in contact with customers, it is necessary to flexibly adjust and strengthen the weight of "financial" and "customer" indicators, and everything is based on customer satisfaction and revenue and profit improvement as the ultimate goal; in response to the current complex and ever-changing environment, the assessment cycle can also be flexibly adjusted in a timely manner, synchronizing the performance management cycle with the market pulse, and achieving close correlation and rapid response.

For the results after the assessment, mandatory normal distribution processing can be carried out, and the implementation of rewards and punishments based on the processing results can be strengthened. Employees who perform well and have the potential required for company development should be given long-term training. Training and material rewards; for those whose performance is poor and whose repeated improvements have been ineffective, they can be eliminated. Of course, the prerequisite is to ensure the fairness, impartiality and legitimacy of the assessment.

(4) Enterprises should strengthen social responsibility

With the sudden reversal of the economic situation, scandals, confrontations and breach of trust have followed one after another. The pressure comes not only from angry street protesters but also from the mainstream media. Some of these accusations are clearly justified. The market economy relies on integrity to operate; when enterprises are in a business environment, they should abide by the values ??and norms embraced by society, like most commercial institutions. The dynamics of economic growth do not necessarily conflict with environmental and other social interests. Passive defense can only give protesters "reason to rebel."

Business leaders should demonstrate greater confidence in their moral standing as creators of wealth, opportunity, and higher standards of living, and should proactively build trust between themselves and society at large. In particular, personnel and leave management can bring special management benefits to the enterprise during a severe crisis. For example, an enterprise may have a relatively large number of employees resigning at this stage, and labor contracts must be terminated in accordance with the law. Some employees are also involved in moving out of their registered residences, etc. These matters need to be handled efficiently by HR managers, and at the same time they must do a good job of comforting departing personnel to avoid unnecessary disputes. It is also necessary for HR managers to manage the file information of resigned personnel in categories, so as to establish a re-employment mechanism. Once the market picks up, the information of these personnel can be quickly queried and they can be hired immediately. This will save the company a lot of recruitment and Training costs. In addition, the more crisis situations occur, the more care must be taken for employees. Ensure that employees in disaster areas, employees with disabilities, and employees with serious illnesses are not included in the triage. Ensure that their job opportunities and benefits are not affected. Provide certain relief and assistance to employees whose lives are particularly difficult.

(5) Salary and benefits management

Salary and benefits management is a business link that directly involves employees’ labor returns. Any change may have a huge impact, so stability is the first principle. Especially for employees who have resigned, the company must settle accounts on time and in accordance with labor laws and regulations and the contract between the parties. No deductions or delays can be made in any name. After all, in the current environment, illegal and compliant behavior will be harmful to the company. It will bring immeasurable losses to its operations and brand, and will also be constrained by the government’s goal of “stabilizing society”.

In order to comprehensively save corporate expenses, it is necessary for salary management to comprehensively analyze whether the existing salary structure system reflects the basic principle of more work, more gain, and unreasonable areas can be adjusted accordingly. Comprehensively increase the proportion of performance bonuses in employee compensation structures. Tie the company's operating conditions more closely with employees' income, and implement the salary design principle of "all take risks and all enjoy benefits". Facing the economic crisis, every company is looking for ways to save costs and improve efficiency. The use of software tools to assist management decision-making and help enterprises achieve strategic transformation and breakthrough is one of the important and effective methods.

3. Conclusion

Today is a knowledge economy. The status of human capital has gradually surpassed physical capital and become the most important core competitiveness of enterprises. Human resource management is no longer just The work of the human resources department is a topic that everyone from the CEO to the business manager must face. Only by mobilizing the CEO, HR manager and business manager to achieve collaborative management can the effective formulation, implementation and execution of the enterprise's HR strategy be ensured. Ultimately, Ensure the realization of the overall strategic goals of the enterprise. In terms of human resources management, we implement the "people-oriented" idea, strive to improve the overall quality of employees, and use advanced corporate culture to promote the development of the company. Relying on the introduction of excellent talent teams, combined with advanced corporate culture, strict management, sophisticated equipment, and excellent technology, we can gain good market reputation and strengthen the company's competitiveness for survival. In this way, companies in crisis will be invincible and stand out.