How to conduct human resources analysis?

How to carry out human resources analysis:

Human resources structure analysis mainly includes the following aspects:

1, human resources quantity analysis

Human resources planning on the analysis of human resources quantity, which focuses on exploring the existing number of human resources to match with the business volume of the business organization, that is, checking whether the existing human resources allotment is in line with the standard human resources allocation within a certain business volume of an organization. An organization within a certain business volume of standard human resources allocation. In the use of human resources allocation standards, there are usually the following methods:

1) Action time study. Action time study refers to how much time is needed for an operational action, this time includes normal operations, fatigue, delays, work environment cooperation, effort and other factors. Set a standard time, and then according to the amount of business, accounting for the standard of manpower.

2) Operational review. Operational review is a method of determining the workload and calculating the manpower standard, and the method consists of two kinds:

A. Best judgment method. This method is through the use of each department head and personnel, planning department staff experience, analyze the nature of the work required by the working hours, in the judgment of the standard amount of manpower.

B. Empirical method. This method is based on the completion of a production, planning or tasks consumed by the personnel records to study and analyze the workload of each department, and then use the statistical mean, standard deviation, etc. to determine the standard of manpower required to complete a job.

3) Work sampling. Job sampling, also known as job sampling, is a method of statistical inference. It is based on the principles of statistics, the method of random sampling to determine a department in a certain period of time, actually engaged in a certain work for a specified percentage of time, the percentage to determine the efficiency of manpower general. This method is applied to work that cannot be measured in terms of movement time.

4) Correlation and regression analysis. The correlation and regression analysis method uses the statistical principles of correlation and regression to measure and calculate the relationship between the workload and the amount of manpower in each unit.

With the information on manpower standards, it is possible to analyze and calculate whether the existing numbers are reasonable. If it is not reasonable, it should be adjusted to eliminate the phenomenon of uneven busyness.

2, the analysis of personnel categories

Through the analysis of the categories of personnel of the enterprise, it can be realistic where the center of gravity of an organization's business. It includes the following two aspects of analysis:

1) work function analysis. There are many work capacity functions of personnel within an organization, which are summarized in four categories: business personnel, technicians, production personnel and managers. The number and configuration of these four categories of personnel represent the structure of the labor market within the enterprise. With the information of this manpower structure analysis, it is possible to study the factors affecting the structure of each function, which may include the following aspects: what kind of products or markets the enterprise is in, what kind of skills and work methods the enterprise uses, and how the supply situation of the labor market is.

2) Analysis of the nature of work. According to the nature of work, the staff within the enterprise can be divided into two categories: direct and indirect personnel. The staffing of these two categories also varies with the nature of the business. Recent studies have found that some organizations tend to be unreasonably inflated indirect staff, the number of people in this category and the organization's business growth is not linked to this phenomenon is known as "Parkinson's Law".

3, staff quality

Staff quality analysis is to analyze the degree of education and training of existing staff. Generally speaking, the degree of education and training can show the level of working knowledge and working ability, any enterprise would like to improve the quality of the staff, in the hope that the staff can make a greater contribution to the organization. In fact, however, the level of education and training of personnel should be based on the premise of meeting the needs of the job. Thus, in order to achieve the purpose of the right person for the right job, the quality of personnel must be matched with the current status of the enterprise's work. Management in improving the quality of personnel at the same time, but also should actively improve the efficiency of the personnel to create work to work to develop personnel, through the development of people and work, to promote the growth of enterprises.

Personnel quality analysis of education and training is only a part of the ability to represent the personnel, an enterprise and organization, it is not difficult to find a part of the personnel's ability is insufficient, while the other part of the personnel have more than enough capacity, failed to make full use of, that is, the ability and quality of the work and the demand for mismatch. There are several ways to solve this problem:

1) Change the job content of the position. Reduce the job content and responsibility of a job, position, and transferred to other positions to take over.

2) Change and strengthen the current staff. Use training or assistance to strengthen the work ability of the current staff.

3) Change the position of the incumbent. If the above two methods still fail to meet the expectations, it means that the incumbent is not qualified for the position and should be transferred.

Which of the above three solutions should be chosen, the following factors should be considered beforehand:

1) Whether or not the person concerned can make progress through enhanced training. If the training can improve the employee who is not competent enough, then there is no need to take measures to change the staff.

2) The possible length of time in the position. If an employee has been in the position for a period of time beyond retirement or rotation, or if there is a change in the organizational structure, a temporary restructuring may be used.

3) Whether the situation is so urgent that immediate improvement is necessary. If the position is relatively important. Enough to affect the implementation of organizational goals, it is necessary to take organizational measures; otherwise should try not to use organizational measures to solve.

4) Whether it affects organizational morale. Will the transfer of an employee, whether it will affect the mood of other employees, is the loss of security of employees, and detrimental to the stability of the organization.

5) Availability of suitable replacement candidates. If it is not possible to find an ideal replacement internally or externally within a short period of time, measures should be taken to slow down the process so as not to incur greater losses.

6) The degree of relevance of this position to other positions. If the frequency of relevant exchanges between this position and a number of other positions above, below and parallel is very high, it should not take too abrupt measures to avoid affecting the efficiency and work progress of other positions.

4, age structure analysis

Analysis of the age structure of the staff, in general terms, can be carried out by age group, statistics on the age distribution of the company's personnel, and then find the average age of the company. Understanding the age structure aims to understand the following.

1) Whether the organization's personnel are young or getting older.

2) The ability of the organization's personnel to absorb new knowledge and technology.

3) The physical load of the organization's personnel at work.

4) The nature of the job position or function and the possible matching requirements of age and size.

5) All four of these response situations will affect the efficiency and organizational effectiveness of the people working in the organization.

The ideal age distribution of employees in an organization should be in the form of a triangular pyramid. The top of the pyramid represents senior employees over 50 years of age; the middle part of the pyramid is the second most numerous, representing the middle-aged employees between 35 and 50 years of age; and the bottom part of the pyramid is the most numerous, representing the low-aged employees between 20 and 35 years of age.

5. Position structure analysis

According to the principle of management range, there should be an appropriate ratio between supervisory positions and non-supervisory positions. Analysis of the human structure of supervisory positions and non-supervisory positions can show the size of the management range in the organization, as well as the number of departments and levels. If there are too many supervisory positions in an organization, it may indicate the following inappropriate results:

1) The organizational structure is irrational, with too narrow a span of managerial control and too many departments and levels.

2) It shows complicated work procedures, increases the number of communication and coordination, wastes a lot of time, and easily leads to misunderstanding and misinterpretation.

3) Due to the localism, resulting in mutual restraints, is bound to reduce work efficiency.

4) The emergence of bureaucracy, the formation of officialdom.