What are the methods of human resource management analysis?

What are the methods of human resource management analysis?

Human resource management analysis, mainly including human resource policy and human resource management organization analysis; Ensure the analysis of labor resources; Human resource performance management analysis: staff capacity development and education and training analysis; Labor protection and occupational health analysis; Salary management and incentive (welfare) analysis, interpersonal relationship and information feedback system analysis. The following is the analysis method of human resource management that I bring to you. Welcome to reading.

First, human resource policy and human resource management organization analysis

The analysis points are as follows (the following points can be presented in tabular form, and analyzed from the aspects of "current situation, requirements, trends, problems, evaluation and measures", see the example table for details):

(1) Whether the understanding of the problem is sensitive, correct and flexible must be considered from two aspects: the ability to understand what is happening inside the enterprise and the ability to understand what is happening outside the enterprise.

Whether the operator correctly grasps the requirements and opinions of employees and disputes between departments, and whether he is clear about the influence of actual conditions such as smoke, high temperature, humidity, smell, garbage, lighting and mechanical performance on employees.

Are you sensitive to direct environmental changes such as customer loyalty, changes in sales conditions, changes in purchase conditions, changes in labor market, and indirect environmental changes such as legal changes, industry and technology trends, and internet plus?

(2) What information do you care about? What is its scope? It must be divided into areas that enterprises are concerned about at present and areas that enterprises are concerned about and investigated in the future. At the same time, it is necessary to divide the current concerns of enterprises into long-term concerns and short-term concerns.

(3) Is there any difference between the actual situation grasped by the enterprise and the objective actual situation?

(4) Do you seek to speed up the processing and optimization of various business processes?

(5) Are machines, instruments and Internet plus used correctly?

(6) Are the types of documents, transfers and reports complete?

(7) Is the filing work smooth?

(8) Do you often study transactional processes or are you limited by transactional workflows?

(9) Is the workload of correcting mistakes large?

(10) Have you made proper inspection, supervision, feedback and improvement?

(1 1) Is there any arrangement to put an end to violations of law and discipline?

(12) Whether standardization has been implemented to reduce the workload of skilled workers; Is 7S management implemented and what is the effect?

(13) Have you adjusted and optimized the complexity of your work?

(14) Are the necessary materials, machines and instruments complete?

(15) Is the environment good?

(16) Is there an information communication feedback and proposal system? If so, it should be investigated whether employees are aware of the problems and make suggestions, or whether they make suggestions for the problems raised by enterprises.

(17) Is the adopted proposal encouraged? If so, should we investigate whether the incentives help to promote their enthusiasm?

(18) How many suggestions are made a year? How many items were adopted? In addition, how to calculate the proportion of suggestions adopted?

(19) Did you explain to the proposer the reasons for not adopting his suggestion?

(20) Is there an employee stock ownership plan? If yes, the total number of employees' shares, the percentage of this type in the total capital and the level of shareholders should be investigated?

(2 1) Is there any restriction on employees' shareholding?

Second, human resources performance management analysis

The analysis points are as follows:

(1) Is the performance management organization sound?

(2) Is the performance management system sound?

(3) Are the performance appraisal indicators and standards reasonable? Is the data source scientific?

(4) Is the performance management cycle reasonable?

(5) Are there any differences in performance indicators and standards between posts?

(6) Is the performance appraisal information transparent? Is the result feedback?

(7) Is the performance improvement plan reasonable? Is there a monitoring mechanism for the improvement plan?

(8) Are human resources related records complete?

(9) Are there written rules and standards for human resource evaluation?

(10) Are the methods and tools of human resources assessment appropriate?

(1 1) Is the assessment subject trained?

(12) Are there any prevention and response measures for the misunderstanding of performance management?

(13) Is the interval between performance management and assessment appropriate? Is there a difference between posts, functional departments and business departments?

Three, employee ability development and education and training analysis

The analysis points are as follows:

(1) Is there a perfect training management system?

(2) Is there a perfect trainer management system?

(3) Is there a perfect curriculum development and evaluation management system?

(4) Is there a scientific and efficient evaluation tool?

(5) Is the ability development based on job analysis, task analysis and performance analysis?

(6) Is there an education and training plan and how to implement it?

(7) Is education and training organically combined with ability development and job transfer?

(8) Is education and training organically combined with personnel promotion?

(9) Are the methods, facilities and time of education and training appropriate?

(10) Analysis and explanation of the attitude of management and employees towards training?

(1 1) Has the company's career management system been established?

(12) Is the risk control mechanism of external training perfect?

Four, salary management and incentive (welfare) analysis

The analysis points are as follows:

(A) the total analysis

(1) How is the total salary determined, referring to the average level of the same industry or according to the average level of this enterprise?

(2) Whether to negotiate with the trade union or the workers' congress when determining the total wages, and whether to consider the opinions of the workers?

(3) Have you considered the financial payment ability of the enterprise's wages and expenses?

(4) What are the proportions of wages, allowances, funds and various welfare funds in the total wages?

(5) What is the proportion of labor cost in the total wages of all job levels and departments?

(6) What is the ratio of per capita wage growth to per capita sales or profits?

(2) System analysis

(1) What role does the current salary play? Is it consistent with the business strategy of the enterprise? Is it conducive to improving production efficiency, management level and technical level? Is it conducive to hiring new people and maintaining the stability of existing personnel? Is it conducive to mobilizing the enthusiasm of employees?

(2) What is the management's understanding of the wage problem, and is there a desire to improve the wage management?

(3) What are the problems in the current system, and what are the employees' dissatisfaction and opinions about the current salary system?

(4) Is the current system suitable for the strategic needs of enterprises?

(5) What are the highlights and grayscales of the current system?

(3) Analysis of basic salary

(1) What are the elements of basic salary, and what percentage does it take in the total salary?

(2) How is job performance reflected in the basic salary?

(3) What allowances does the company have and what is the relationship with the basic salary?

(4) Is the composition of basic salary consistent with the nature of the enterprise?

(5) Is the benchmark for promotion and salary increase clear?

(6) Is the proportion of each component of salary appropriate?

Bonus analysis

(1) What is the relationship between bonus and enterprise management policy and human resources policy?

(2) Does the purpose and method of bonus payment conform to the nature and characteristics of the enterprise?

(3) Is the ratio between the fixed part and the floating part of the bonus and the profitability of the enterprise appropriate?

(4) How to determine the total bonus and whether the bonus distribution is appropriate?

(V) Salary management system

(1) Is the system competitive, stimulating, fair, legitimate and appropriate?

(2) Is the salary strategy involved in the system clear?

(3) Does the system support the human resources system?

(4) Does the system involve the management of special groups or R&D teams?

(5) In the process of formulating the system, did you conduct job analysis, job evaluation and salary survey?

Five, interpersonal relationship and information feedback system analysis

The analysis points are as follows:

(a) whether there is a clear goal.

(1) Are all members of the enterprise aware of their work objectives?

(2) Are employee opinion surveys conducted regularly?

(3) How enthusiastic are employees to accomplish their work objectives?

(4) Did employees fully express their opinions when setting goals?

(5) After the work target is determined, can it be adjusted in time according to the change of the situation?

(6) Have you given a fair evaluation of the completion of the work objectives?

(2) What is the status of information exchange?

(1) What means does the company use to exchange information? Is the effect obvious?

(2) What are the reasons that hinder information exchange?

(3) Whether the work between functional departments is coordinated, and whether there is any phenomenon of wrangling and procrastination?

(4) Can superiors and subordinates communicate their thoughts and work frequently with colleagues?

(5) Can the existing organizations meet the requirements of information exchange?

(6) Is there a guarantee mechanism and channel for information exchange?

(C) whether interpersonal relationships are harmonious

(1) Are employees' interpersonal relationships harmonious?

(2) What are the daily communication methods of employees?

(3) What are the ways for companies to improve interpersonal conflicts?

(4) In what ways does the company promote interpersonal relationships on a daily basis?

(5) Is there a certain corporate culture?

In addition to the above aspects (of course, the analysis points are not limited to the contents cited by the author), human resource analysis also includes enterprise organization construction analysis, recruitment and allocation, employee promotion, career, echelon construction, human resource cost, human resource structure, rules and regulations, corporate culture, time management, risk control and many other aspects. Of course, the practical application and implementation of human resource analysis need to combine the actual situation of enterprises and the actual situation of human resource management for a single or multi-faceted analysis.

Because human resource management analysis involves the management of "people" and "things" in enterprises, the methods adopted are slightly different from those of general business analysis. Human resource management analysis adopts the following methods:

I. Questionnaire survey method

Questionnaire survey is also one of the most commonly used methods in human resource management analysis, that is, to understand the wishes of employees by designing questionnaires. According to the different purposes of human resource management analysis, questionnaires with different topics, different structures and different investigation contents can be designed. The corresponding reform measures put forward after processing, analyzing and checking the survey results are also easy for employees to accept. Experience shows that people support decisions they can influence.

Questionnaires can be used to analyze the business situation of enterprises and the management effect of individual human resource management departments, which is one of the most effective methods in human resource management analysis.

The questionnaire survey method has a large survey area and belongs to the sampling survey method. Generally, a questionnaire is designed first, and a set of structured questions is compiled according to the purpose of the investigation, which are filled in independently by the respondents without interference, recycled within a specified time, and finally summarized and sorted by the investigators. We must pay attention to the following points in the questionnaire survey:

(1) The questions are appropriate, the words are correct, and the questions meet the purpose of the investigation.

(2) You can't answer a question twice. The meaning is clear and don't be vague.

(3) Don't use threatening statements.

(4) The arrangement of questions should be logical, so as to facilitate the respondents' thinking.

(5) The questionnaire recovery rate must reach a certain proportion.

(6) Analyze the reliability of the questionnaire.

(7) After the questionnaire is designed, it should be measured and improved.

(8) Problems can develop in a closed way.

Second, the scale method

Scale method is a standardized' rating scale', which comprehensively examines personnel management through organizational evaluation, employee evaluation and self-evaluation.

The advantages of scale method are rigorous survey project design, clear survey questions, standardized choice of respondents' intentions, unified and reasonable measurement methods, and convenient measurement and comparative analysis of survey results.

Third, the interview method

Interview is an effective method of human resource management analysis. An excellent analyst only needs to interview a few people, so he can have a more accurate concept of enterprise human resource management and even the whole enterprise situation, and have a more accurate understanding of organizational operation. Therefore, interview is an effective way for human resource management analysts to obtain first-hand information.

Fourth, statistical analysis methods

Statistical analysis is to analyze and synthesize the relevant reports provided by the human resources management department by means of mathematical statistics, so as to reveal the changing trend of a certain aspect. Because the statistical analysis method is more objective, the data obtained are more convincing.

Case analysis of verb (abbreviation of verb)

Find and select typical events, typical people and typical units, and study the personnel organization, structure, function, development planning and human development, and strive to analyze the scientific and operability of the method.

Six, the image description method

The purpose of human resource management analysis is to improve the situation of human resource management, and ultimately it is necessary to promote the development of enterprises through the joint efforts of analysts, enterprise managers and all employees. Therefore, the analyst quantifies the analysis results into images for all employees to visit and listen to the analyst's explanations and opinions. Obviously, the effect achieved by this method is easier for employees to understand and gain their support than rigid preaching; In other words, it has the effect of "a picture is worth a thousand words". On the contrary, a large number of words and data often make people feel at a loss, so they are unconvincing.

Seven, Delphi method

Delphi method, also known as expert method and back-to-back method, its basic steps are that analysts obtain data or sample data from relevant aspects of enterprises (usually 25 questions are listed), then analyze these data and make a preliminary report, which includes several main questions to discuss, and then list alternative treatment viewpoints to solicit feedback or different opinions. When those steps are answered to the maximum extent, they can be finalized.

Eight, function evaluation method

Functional evaluation is to measure and evaluate the morality, intelligence, physique, ability and performance of all kinds of personnel. It is a scientific method combining qualitative and quantitative methods and can be used for human resource evaluation and talent selection. The evaluation of human resource function includes four elements: quality structure, intelligence structure, ability structure and performance structure. When evaluating the function of human resources, we should not only have enough people to evaluate it, but also weigh it layer by layer and obtain information from multiple angles to prevent the one-sidedness of the evaluation results. Analytic hierarchy process is often used in evaluation.

Nine, observation method

Analysts go to the enterprise for on-the-spot observation, on-the-spot investigation and inquiry, and have an intuitive understanding and perceptual understanding of the human resources situation of the enterprise. Although this method is intuitive, it needs more manpower for large enterprises. To analyze accurately, other methods must be used.

In addition, the methods of enterprise human resources analysis include AHP evaluation method, human resources index method and so on.

The process of human resource management analysis should be regarded as an effective way to help human resource managers improve, improve management efficiency, develop and guide human resources. Through analysis, it can quickly help enterprises find problems in human resource management and improve management level; It can make the practical experience and knowledge and skills of enterprise managers and analysts communicate, which is conducive to improving the management ability of enterprise managers.

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