Problems and suggestions of human resource management in state-owned construction enterprises?

State-owned construction enterprise human resource management problems and suggestions for the specific contents of what, the following Zhongda consulting for you to answer.

Talent competition is the key factor of competition in the knowledge economy era, and in the process of reform and development of state-owned large and medium-sized construction enterprises, the lack of talent has become one of the most important constraints in the process of transformation of the development of many enterprises bottleneck. And talent competition is closely related to human resources management, but often neglected by the management, resulting in talent strategy, no implementation of the organization, talent planning, no implementation details, talent needs, no training program of the vicious circle, in the management process there is also a traditional personnel management instead of human resources management backward way. With the rapid development of the economy, human resource management has become the core content of modern enterprise management. From the perspective of the direction of human resource management reform and development of state-owned enterprises, the modern enterprise human resource management is fundamentally different from the traditional personnel management in terms of management concept, management methods, management functions, etc. It is more strategic, systematic and scientific than the traditional personnel management. However, affected by the traditional management concepts, state-owned construction enterprises personnel system reform is lagging behind, can not adapt to the requirements of the knowledge-based economy, we must absorb the advanced concepts and methods of modern human resource management to adapt to the market requirements of human resource management direction of change, from the strategic planning of human resource management, system construction, integration of human resources, outsourcing of labor services and other aspects of the prospective exploration to the scientific concept of development continues to deepen the reform of personnel system. The concept of development to deepen the reform of personnel system. First, the state-owned construction industry traditional personnel management problems since the reform and opening up, the reform of the personnel system of state-owned enterprises from the implementation of enterprise employment autonomy, and constantly change the management system and management concepts, with the state-owned enterprises in the market economy continues to develop and grow, the traditional personnel management system has also been significantly improved. However, in the construction industry, state-owned enterprises personnel management from the market-oriented human resources management there is still a large gap, mainly in: 1. Neglected the strategic position of human resources planning. In the state-owned construction industry, due to the constraints of the management system, many enterprises to implement the authorization of management, project contracting responsibility system, the enterprise subordinate companies and projects often do not form a unified strategic planning of human resources, only by the personnel management department through the means of administrative orders for day-to-day management, the implementation of the situation tends to be greatly discounted, and did not achieve the integration of human resources and the unified management of the requirements of the 2. human resources management Backward methods. State-owned construction enterprises personnel management along the long administrative management methods, mainly through the combination of program management and administrative management, social recruitment of personnel, pay incentives system innovation design, performance evaluation management, personnel career development training and other aspects of management methods to explore and use less, many modern human resource management methods and techniques, such as: personality orientation surveys, structured interviews, BELBIN team role heart test, etc., due to the human resources management department and personnel of the personal qualities, knowledge limitations of the use of less, is not conducive to the improvement of the overall level of human resources management of the enterprise. 3. the introduction of talent is difficult, the loss of serious. Due to the lack of competitiveness of state-owned construction enterprise salary, management system limitations and personnel management in the influence of human relations and other reasons, state-owned construction enterprises to introduce talent channels and the number of great limitations, through the state-owned enterprise personnel management system after screening only a very small part of the talent can be introduced into the enterprise. And even after the introduction of talent, due to personal development can not be combined with the development of the company's career, development space is small, not enough attention to the enterprise and other reasons, resulting in the problem of brain drain is very prominent. 4. pay the lack of effective incentives. With the development of the market economy, the state-owned construction enterprises pay incentive reform is also deepening, but its basic wage and benefit system is more difficult to break through the trajectory of the original system, the state-owned enterprises on the wages and benefits provided by the staff is not as a means of incentivizing the staff, performance appraisal is also most of the situation above the law, as long as the enterprise has the benefit, the staff to do a good job or bad one of the same, the wage gap is not big, and can not be realized with the market economy. The wage gap is not big, can't realize with the competition mechanism of the market economy, the incentive effect of wages and benefits is very obvious. 5. low degree of informatization. Human resource management information management is more data, large amount of information is a complicated work, especially for large and medium-sized state-owned construction enterprises, enterprise management personnel and project construction personnel is often tens of thousands of people, personnel information and business information between the degree of correlation is also very high, the traditional form of statements can not meet the needs of information management, only through the establishment of the enterprise human resource management information platform, in order to make the enterprise Only through the establishment of enterprise human resources management information platform, can make enterprise human resources information management realize dynamic management. At present, many state-owned construction enterprises on human resources informatization is still only in the computer fixed module software, statistical forms on the application, often think that the module software is equal to the realization of informatization, the relevance of the database and the application of statistical reports is not enough attention, there is no sustained development, integration and integration of the systematic concept. With the improvement of the market mechanism, enterprise reform gradually deepen, human resources information management has become an urgent problem to be solved. Second, the development of human resources management in the state-owned construction industry with the arrival of the new knowledge-based economy, the continuous development of information technology, state-owned construction enterprises in the process of adapting to the market-oriented reform and transformation to face many challenges, and human resources integration and the establishment of information technology human resources management platform is one of the key links, but also one of the boosters to achieve the other reform goals, so for the human resources management in the state-owned construction enterprise Therefore, in view of the problems existing in the human resources management of state-owned construction enterprises, combined with the modern human resources management experience and technology, should focus on the following work: 1. Deepen the system reform, the implementation of human resources integration. State-owned construction enterprises in the process of reform and development, the transformation of the economic system, the implementation of human resources allocation of market-oriented and professional, is the state-owned construction enterprises to establish a modern human resources management system is the first prerequisite. Human resources strategic planning is the starting point for state-owned construction enterprises to promote human resources management, it will be the overall needs of enterprise management and development with the demand and supply of talent, compensation incentive mechanism, recruitment management system, training and development planning and other aspects of the combination of talent resources integration from the perspective of the enterprise as a whole, it is extremely important for the enterprise to maintain a competitive advantage. Talent resources integration of state-owned construction enterprises should not only start from the internal personnel inventory, coordination planning, dynamic management and total salary budget management, but also with the human resources market research on talent supply and demand, talent demand plan, competitive salary planning, labor subcontracting management and other external human resources market management, to achieve the systematic management of the enterprise's human resources strategy. 2. Use advanced management methods to establish a Scientific talent management system. With the grouping, specialization and diversification development of state-owned construction enterprises, human resource management has been broadening, objectively need to establish professional human resource management department, using advanced human resource management methods and management experience, to provide reliable human resource protection for enterprise development. The cultivation, introduction and use of talents is an organic whole, only by adhering to the principles of cultivation and introduction, careful cultivation and efficient use, can we effectively introduce and cultivate talents. Talent training is not only the human resources management department can independently complete the work, but also need the relevant functional departments, the project department to develop a short-term and long-term talent training work plan, establish and strengthen the talent training linkage mechanism.3. Strengthen the incentive mechanism to reduce the loss of talent. Salary management as a state-owned construction enterprise reform one of the problems, the main breakthrough point is to carry out competitive wage system design, reflecting more work more pay wage incentive program, and reasonably open the income gap between employees. The main point of salary management is to establish a salary system that is fair internally and competitive externally, and to establish performance appraisal methods to match it, such as the use of target management, Key Indicator Performance (KPI), Balanced Scorecard System (BCS) and other appraisal programs. One of the effective measures to effectively reduce the loss of talent is to combine the personal development goals of the employees with the goals of the enterprise through career design, so that the employees can have a more specific understanding of their own future, to assist them in more accurately evaluating their own characteristics and values, and to reasonably position themselves, which is very useful for the employees to actively play their personal potential and to reduce the turnover of employees. In addition to form a set of effective training system and encourage innovative talent mechanism, is also an effective way to reduce the loss of talent.4. Establishment of human resources information management platform, create a good corporate culture. In the state-owned construction enterprises in the construction of human resources management platform, many enterprises just human resources management software as an information base, simple data statistics management. In the enterprise OA system integration management system, how to build human resources information management platform with personnel database, reporting system, self-service query module, attendance, performance evaluation and other administrative modules are integrated, has become an important issue in the construction of enterprise information technology. Through database management, self-service, outsourcing and service **** enjoyment, the human resource management department is gradually freed from trivial administrative affairs, so that personnel management is faster and more efficient. Enterprise culture construction is the core embodiment of the sustainable development of enterprises, can provide a steady stream of spiritual impetus for the innovation and development of enterprises, more enterprises to attract and retain talent to create favorable conditions. State-owned construction enterprises to give full play to the party, groups, organizations and trade unions in the process of building corporate culture plays an important role, through the organization of colorful cultural activities to enhance corporate cohesion, and production and management work closely with the enhancement of employee self-confidence in the enterprise, a sense of identity and pride.

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