What are the factors that affect the human resource planning behavior of enterprises? Mainly from the enterprise itself.

Six modules of human resource management

Human resource management has broken through the traditional mode and allocated and managed people from the perspective of resources. How to realize the effective management and allocation of human resources and build an effective human resources management platform and system has become the focus of human resources work in enterprises. As an integral part of this effective system, it is particularly important to improve and start the HR module system!

1, human resource planning

-the navigation mark and navigator of human resources work

All ships sailing at sea need to establish navigation marks to locate their destinations, and at the same time need an effective navigation system to ensure that they sail on the right route. The same is true of human resource management, which needs to determine the orientation and realization of HR work objectives. The purpose of human resource planning is to analyze the current situation of enterprise resources and human resource management, find the focus and direction of future human resource work, formulate specific work plans and programs, and ensure the smooth realization of enterprise goals. The focus of human resource planning is to collect, analyze and count the current information of human resource management in enterprises. According to these data and results, combined with enterprise strategy, make the future human resources work plan. Just like the navigator of the navigation mark of a sailing ship, human resource planning plays a role in positioning the target and grasping the route in HR work!

Definition of human resource planning

Human resource planning is a systematic strategic project, guided by enterprise development strategy, based on a comprehensive inventory of existing human resources and analysis of internal and external conditions of enterprises, with the starting point of predicting the future supply and demand of personnel in the organization. Including promotion planning, supplementary planning, training development planning, personnel deployment planning, salary planning, etc. , which basically covers all the management of human resources. Human resource planning also has a sustained and important impact on human resource management activities by formulating personnel policies.

Narrow sense: based on strategic planning and development goals, an enterprise predicts the demand for human resources in the future development of the enterprise and the activity process of providing human resources to meet this demand according to the changes of its internal and external environment.

Broad sense: the general name of all kinds of human resources planning in enterprises.

According to the time limit: long-term (more than five years) and short-term (less than one year), and the medium-term plan in between.

According to the content: strategic development planning, organization and personnel planning, system construction planning, employee development planning.

Human resource planning is to transform the business strategy and objectives of an enterprise into human demand, and analyze and formulate some specific objectives of human resource management from the perspective of the whole enterprise.

The concept of human resource planning includes the following four meanings.

1) The formulation of human resource planning must be based on the development strategy and objectives of the organization.

2) Human resource planning should adapt to changes in the internal and external environment of the organization.

3) Formulating necessary human resources policies and measures is the main work of human resources planning.

4) The purpose of human resource planning is to balance the supply and demand of human resources in the organization and ensure the long-term sustainable development of the organization and the realization of employees' personal interests.

The role of human resource planning

1. is conducive to the organization to formulate strategic objectives and development plans. Human resource planning is an important part of an organization's development strategy and an important guarantee for achieving its strategic objectives.

2. Ensure the demand for human resources in the process of organizational survival and development. The human resources department must analyze the gap between the demand and supply of human resources in the organization and make various plans to meet the demand for human resources.

3. Conducive to the orderly management of human resources. Human resource planning is the basis of enterprise human resource management, which consists of overall planning and various business plans, and provides reliable information and basis for management activities (such as determining the demand and supply of personnel, adjusting posts and tasks, training, etc.). ), so as to ensure the orderly management activities.

4. It is beneficial to arouse the enthusiasm and creativity of employees. Human resource management requires meeting employees' personal needs (including material needs and spiritual needs) and inspiring employees' lasting enthusiasm while achieving organizational goals. Only under the condition of human resource planning can employees know what they can satisfy and the degree of satisfaction.

5. It is beneficial to control the cost of human resources. Human resource planning is helpful to calculate the implementation cost and benefit of human resource planning scheme. It is an indispensable link for the sustainable development of the organization to predict the changes of the organization's personnel through human resource planning, adjust the organization's personnel structure and control the labor cost at a reasonable level.

Contents of human resource planning

Human resource planning includes five aspects.

1 strategic planning is the stipulation of the principles, policies and strategies for the development and utilization of human resources according to the overall development strategy of the enterprise. It is the core of each specific human resource plan and the key plan that affects the overall situation.

2 Organizational planning Organizational planning is the design of the overall framework of the enterprise, which mainly includes the collection, processing and application of organizational information, the drawing of organizational charts, the organization investigation, diagnosis and evaluation, the organization design and adjustment, and the setting of organizational structure.

3 System planning System planning is an important guarantee to realize the overall planning goal of human resources, including the construction of human resources management system and the procedures of institutionalized management.

4 personnel planning personnel planning is the overall planning of the total number, composition and flow of employees in enterprises, including the analysis of the current situation of human resources, the staffing of enterprises, the forecast of personnel supply and demand and the balance of personnel supply and demand.

5 cost planning cost planning is the overall planning of enterprise labor costs and human resource management expenses, including the budget, accounting, settlement and control of human resource expenses.

Human resource planning can be divided into strategic long-term planning, strategic medium-term planning and specific operational short-term planning, which are in harmony with other plans of the organization, obeying and serving other plans.

Human resource planning is a process of predicting future organizational tasks and environmental requirements, and providing human resources to complete these tasks and meet these requirements. Through the collection and utilization of existing information, the use of resources in human resource management is evaluated and predicted. For us now, the essence of human resource planning is to determine the company's future human resource management goals according to the company's business policy, so as to achieve the company's established goals.

Therefore, we divide human resource planning into strategic planning and tactical planning.

First, the strategic planning of human resources

Strategic planning is mainly based on the company's internal business direction and business objectives, as well as the impact of the company's external social and legal environment on human resources, to develop a set of inter-annual plans. At the same time, we should pay attention to the unity of stability and flexibility in strategic planning. In the process of making a strategic plan, we must pay attention to the following factors:

1. Changes in the national and local human resources policy environment. Including the formulation of national human resources laws and regulations and various talent measures. The implementation of national economic laws and regulations, changes in the domestic and international conventional environment, and national and local policies and regulations on human resources and talents. These changes in the external environment will inevitably affect the overall operating environment within the company, so the human resources policy within the company should also be changed accordingly.

2. Changes in the company's internal operating environment. The formulation of the company's human resources policy must conform to the changes in the company's management, organization, operation and business objectives. Therefore, the company's human resource management must change according to the following principles and the changes in the company's internal operating environment.

1) stability principle stability principle is the premise and foundation for the company's human resources management to take the company's stable development as its management on the premise of the company's continuous improvement of work efficiency.

2) The principle of growth means that when the company's capital accumulation increases, sales increase, and the company's scale and market expand, the number of employees will definitely increase. The basic content and goal of the company's human resources is for the growth and development of the company.

3) the principle of sustainability: human resource management should aim at the vitality and sustainable growth of the company and maintain the eternal development potential of the company; We should devote ourselves to labor-capital coordination, talent training and successor training.

3. Human resource forecast. According to the company's strategic planning and the analysis of the company's internal and external environment, in order to meet the needs of the company's development and avoid the blindness of making human resources tactical plans, the company should make appropriate predictions about the personnel needed by the company, and the following factors should be considered when estimating the personnel:

1) personnel who need to increase or decrease due to the development and contraction of the company's business;

2) Personnel who need to be supplemented due to resignation and transfer of existing personnel;

3) Due to the change of management system 2. The moral principle of distinguishing between public and private.

Taking the public as private requires that when dealing with the interests between individuals, collectives and countries, we should establish the moral norms that the country is the first and the collective is prior to the individual, and strive to contribute to the collective and the country while seeking the legitimate interests of individuals. Enterprises can give full play to the role of communication, help and guidance through corporate culture and cultivation. 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.

Enterprise human resource allocation model

The allocation of human resources not only involves the outside of the enterprise, but also more and more difficult jobs exist inside the enterprise. Judging from the current actual performance, there are three main 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. 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 at present: recruitment, job rotation, probation, job competition, and last elimination (when the number of employees in enterprises exceeds the number of posts, or in order to maintain certain competitiveness, in the process of probation or job competition, the laid-off workers with the worst ability are diverted. 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).

Mobile configuration type

This is a configuration type from the relative position movement of employees. It manages the employment relationship through the personnel relationship contract. 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. Training effect. At the same time, in terms of training content, it is best to adopt a self-management method, and employees and supervisors or lecturers jointly formulate training objectives and themes. Open and liberalized venues can increase employees' willingness to learn and improve learning effects.

(5) Training implementation. After the training plan is formulated, it must be implemented in an organized manner. From a practical point of view, we should pay attention to several issues:

(A) it is best to combine training with assessment, pay attention to process control, and observe the reactions and opinions of participants during training. Training is a continuous psychological transformation process, so the socialization changes of employees in the training process are more worthy of attention than the training results. After establishing the salary control mode, an important part of salary control is to determine the salary strategy of the group company and its subsidiaries.

Generally, salary strategy includes salary level strategy, salary structure strategy and salary incentive strategy. Similar to a single enterprise, group companies need to consider the following factors when determining their own and their subordinate companies' compensation strategies:

1, enterprise strategy

Enterprise strategic orientation determines the basic direction of salary strategy, and different strategies should correspond to different salary strategies:

2, enterprise development stage

Subsidiaries at different stages of development should adopt different compensation strategies:

Start-up period: In order to attract talents, companies in the start-up period should pay attention to the external competitiveness of salary, so they should adopt a salary strategy that is appropriately higher than the market level for core talents, and at the same time, the funds of the start-up period need to focus on production and operation, so they should adopt a salary strategy at the general market level for employees. The main task of start-up companies is to explore the market, so the salary should increase the floating ratio, which is closely linked to the company's performance.

Rising period: During the rising period, the company's business develops rapidly and the capital inflows are rapid, so on the one hand, the company will increase the fixed salary and benefits, on the other hand, it will increase the proportion of personal performance related to salary.

Maturity: A mature company market has formed a scale, with greatly increased profits and more mature enterprise management. Therefore, the salary system pays more attention to internal fairness, and will further increase the proportion of fixed salary and benefits, but will reduce 1. How to maintain internal fairness, especially the fairness between the same type, the same level and interchangeable positions? When these positions are subsidiaries in different regions and industries, the group company must decide whether and how to maintain internal fairness.

2. How to maintain external competitiveness, especially the salary external competitiveness of positions with obvious industry characteristics in different industries? For diversified group companies, it is necessary to give clear and targeted salary strategies to attract, retain and motivate talents in these industries.

3. How to establish a sustainable salary payment concept, including how to reflect the accumulated historical contribution of employees? How to motivate employees' ability to grow? Is the individual performance bonus more closely linked to the overall performance of subsidiaries, or should it be more closely linked to individual performance or team performance? Does the group company encourage innovation, or create a good embodiment for customers, or encourage cost saving?

Three. Verify the total compensation of subordinate companies.

No matter how strong the control is, the group company always verifies the total salary of its subsidiaries.

For the control of total compensation, individual enterprises mainly consider the control of labor costs, while group enterprises are more important to balance the incentives and constraints of subordinate enterprises. Group companies should not only prevent subordinate enterprises from paying wages in various names, resulting in high labor costs and eroding the company's net profit. We should also encourage subordinate enterprises that really work hard to make them willing to create better performance.

1, a group enterprise operating across regions.

For the group enterprises whose subordinate enterprises are operating in the same industry and across regions, the key point of assessing the total salary of subordinate enterprises lies in: how to reach an agreement on the standards of relevant indicators between the group companies and subordinate enterprises, or how to set the index standards that determine the total salary, so as to achieve the balance of constraints and incentives.

Generally speaking, if the method of approving the total salary is simple linear growth, that is, when the total salary increases proportionally with the improvement of the completion rate, subordinate enterprises always tend to set lower standards, while group companies tend to set higher standards. Therefore, it is necessary to guide subordinate enterprises to conform to the reality when formulating budget targets, and give full play to their own capabilities when completing the targets in a certain way.

2. Diversified group enterprises

For diversified group enterprises, the key point of checking the total wages of subordinate companies lies in: how to set the indicators to determine the total wages. Because the subordinate enterprises are in different industries, different stages of development, different business models and profitability, it is unreasonable to simply use the absolute value or completion rate of profits (or income) to determine the total salary of subordinate enterprises, but should be determined by combining absolute value, growth rate, relative value and per capita labor efficiency.

Absolute value indicators: income, profit, output value, EVA, etc. Or the planned completion rate of the above indicators;

Growth rate indicators: income growth rate, profit growth rate, output value growth rate, etc.

Relative value indicators: return on investment, profit contribution rate, profit growth contribution rate, etc.

Per capita labor efficiency indicators: such as per capita income, per capita profit, per capita output value, and profit of 100 yuan labor cost.

Fourth, pay attention to the details in salary control.

In specific operations, there are some details that are prone to loopholes, which need special attention from group enterprises:

1. Standardize the salary and welfare items of subordinate companies.

After determining the salary strategy of its subsidiaries and approving the total salary, the Group also needs to standardize the salary and welfare items of its subsidiaries to prevent them from changing the established salary strategy or breaking through the total salary by setting up various irregular salary and welfare items, among which some expenses or welfare items are the most critical ones.

2. Standardize the remuneration of directors, supervisors, managers and financial personnel dispatched by the group company.

In the group enterprises that adopt the key personnel dispatch system, we should also pay attention to the salaries of the personnel dispatched by the group companies, especially the salaries of directors, supervisors, managers and financial personnel. Because these people are the key to protect shareholders' rights and interests on behalf of the group, if their salary setting and payment are out of control, it is very likely that shareholders' rights and interests will not be properly protected and the group's control rights will be out of control.

The basic concept of welfare

Welfare refers to the non-cash salary used by enterprises to retain and motivate employees. Therefore, the biggest difference between Riefoli and allowance in this system is that welfare is non-cash remuneration, while allowance is paid in cash. The forms of welfare include insurance, in kind, stock options, training, paid vacation, etc. The amounts listed in the system are considered from the perspective of the company's cost, and are displayed after being converted into amounts.

The distribution of welfare (or allowance) pays more attention to practicality and humanization. One trend is to pre-store a series of benefits, such as meal supplement, car supplement, telephone supplement and holiday allowance. , in the welfare card, and employees use the welfare card to swipe their cards at the contracted merchants of the welfare card. At present, every city in China has a local welfare card merchant system. Well-known welfare cards in Beijing include Shang Tong Card of Zihexin Group, Lianxin Card of Lian Kai Information Technology Co., Ltd. and Accor Card of Accor Enterprise. With the development of China's market economy, this form of welfare distribution is gradually integrated with other industries, covering supermarkets, department stores, restaurants, entertainment, finance and other fields. From the card welfare, we can also foresee a simple trend of modern life.

The history of welfare

The word "welfare" has existed in China since ancient times. Zhong Changtong, a philosopher at the end of the Eastern Han Dynasty, criticized the current situation in his articles, saying that "traitors are blessed with kindness and good people are unforgivable". According to this specific context, this "welfare" is called happiness and interest. The reason why this item was not included in the 1979 edition of Ci Hai was, of course, because the word "welfare" was still on the bench at that time. This word has only become popular in the past twenty years. There is no new version of Ci Hai on hand. If you look up Modern Chinese Dictionary (Revised Edition) published by 1996, you will find the item "welfare". * * * has two meanings. The first meaning is "benefits in life". It refers to the care of life (food, accommodation, medical care, etc.). ) employees. "

Performance management pays more attention to future performance improvement. The shift of focus makes the focus of modern performance work shift. The effectiveness of the system has become the focus of human resources workers. An effective performance management system includes scientific assessment indicators, reasonable assessment standards, and salary and welfare distribution and reward and punishment measures corresponding to the assessment results. Simple performance appraisal makes performance management limited to the attention of past work, paying more attention to the follow-up function of performance, and can shift the perspective of performance management to the continuous improvement of future performance!

Conditions will lead to the fairness and impartiality of performance appraisers being questioned.