Human resource crisis and countermeasures (4)

Human resource crisis and countermeasures (4)

 

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I remember that I went to the outdoor Development Training N years ago. One of the projects was "Canned shoes", where three petrol barrels were built with two boards. A team of people stood on the top and asked them not to land, the length of the two Boards before the Group moves forward. We are sorry that our group has failed, but the instructors encouraged us to say that you are not the worst. At least half of the road has been moved. Then they said that they once trained all Motorola's human resources directors who had not moved in 40 minutes on the board, and all the time was spent. Joy. This is a real experience of bigtall. It also happens to reflect the current situation of human resources work ".

 

Bigtall suddenly finds that the human resources department of various enterprises is very cool, which makes bigtall very confused. So I analyzed it carefully and thought it was actually a mental issue: "bigtall is a big company. If the interviewer leaves, it may not be better, so bigtall thinks bigtall has an advantage ". Bigtall thinks that most people in the human resources department have this mentality. In fact, this mentality is very interesting, because it is not based on what you do, but on what you do. It is "arrogant" to describe this mentality with simple words ".

 

"Arrogant" is a serious situation, because people with such mentality rarely have the motivation to improve and learn from bigtall, and it also means that he has not seen the existence of the crisis.

 

From the perspective of human resources, employees are also an asset for enterprises, so the improvement of employee skills is also a value-added value for enterprise assets. The Human Resources Department is the organization that manages human assets. It is responsible for adding value to human assets through various methods and bringing benefits to enterprises. However, such value-added value is not as impressive as real gold and silver, and is often ignored by most enterprises. Some enterprises even think that increasing the value of human resources means higher wages. In fact, it is inevitable that an employee will be paid after his or her ability increases. In economics, his or her words are "return to value ". However, there is a time difference between them. In my experience, it is about one year. Therefore, unless the efficiency of employees continues to decline, the company will benefit from the appreciation of human assets.

 

As mentioned above, the human resources department needs to work out the employee's personal development plan with each employee to guide the development and cultivation of each employee in the enterprise, it also needs to be regularly corrected as employees grow. The Personal Development Plan for employees is an extremely important document in human resources work. It is one of the core documents driving the entire human resources workflow, the other documents are employee knowledge and skills evaluation records and employee performance evaluation records. (There may be other documents, but they are limited to personal knowledge ). The personal employee development plan is the general outline. Its significance to the human resources department is like the constitution to the state, the contract to the company, and the "customer demand" to the project. It is an agreement and commitment between enterprises and individuals regarding the development of both parties. Unfortunately, 99% of companies do not have this kind of thing, but almost all of them have the so-called "Performance Evaluation". However, in practice, the purpose of using performance evaluation is generally not to make more money, instead, it is used for fee deduction.

 

This is the last topic. Human resources can do a good thing, but it will also be a bad thing. For more information, it depends on the character of human resources leaders. If this person is stingy and ignores the value of people, so this company is partial to "sweatshops", otherwise it will be human. The current situation is that most of the company's personnel departments are held by the finance department in the early stages of their business. Bigtall's previous companies had the "Finance (affairs) Department", where some young girls made strange systems every day. For example, if the company pays for the training, it must sign the extension service agreement, even if it serves the company for N years, it has not been offset; large meeting rooms must be locked and cannot be used at will. As we all know, the finance department is dedicated to the careful calculation of numbers, so the system they have developed is usually an extremely greedy and unfriendly thing. With the development of the company, these systems will not be completely cleaned up, and no one will even feel anything inappropriate, but they often jump out at critical moments, it constantly consumes employees' loyalty to the company.

 

No one can stay in the company forever. In any case, employees leave the company for one day, and even if they do not resign, they will retire. Therefore, we can divide the relationship between employees and the company into three stages: "entry", "service", and "exit. In these three phases, the human resources department is a very important role.

 

First, let's talk about the stage in which employees "enter" the company. The first contact between employees and the company was during the interview. bigtall remembered a Boyou saying in his blog that if a company doesn't even talk about it, he would give a paper examination, he must turn around and leave. Indeed, no matter which position the applicant applies for, the company must show respect and courtesy to him. KD is doing well in this regard.

 

Next, if both parties find it appropriate, they can enter the trial period. However, for all enterprises currently seen by bigtall, there are no special measures for employees except for their low salary during the probation period, so they can be put into the project team for free. In fact, time is also a kind of cost. If this employee is eventually judged to be unqualified, will it be necessary to wait until the trial period expires before notifying him not to renew the contract? On the surface, it may seem that the company has spent a few days working at a low price, but how is the cost of future work handover calculated? The more work is done, the more tasks are handed over, and the higher the cost. Therefore, for employees during the trial period, we should quote a playful online saying as a guiding principle: "There is no difficulty, and there is no difficulty in manufacturing ". Through a variety of exercises, the staff's abilities are fully displayed and evaluated. For unqualified employees, we must break up decisively, which saves the company's cost and the other party's time.

 

It is actually a test to "create difficulties for employees to Overcome. The common practice is to put employees on the grass-roots level for training and testing, but the actual practice does not show all the characteristics of employees. The other approach is that employees are in the induction training period, through some specially designed games or projects, you can expose many problems that you do not usually see. They complement each other. Therefore, the human resources of a formal company will never miss the opportunity of induction training.

 

We just said that we should break up unqualified employees in a timely manner. Correspondingly, qualified or even outstanding employees should be corrected in advance. KD did not correct the statement in advance (bigtall does not know whether it is true or not, it is not true for bigtall), making bigtall very disappointed. But I thought about it again. I didn't have any induction training, so I put it on the first-line trial and didn't intentionally go to "difficult Manufacturing". Of course, I only had to use "Time for Space. Then I asked another question about the finalize. The answer is: if the final salary is changed in advance, the final salary will be calculated from the review time. If the final salary is changed to final salary, the pay-as-you-go is the expiration date of the trial period. That is to say, if the review is completed one month in advance, but the review is delayed for four weeks, it means that the review is not completed in advance. Bigtall doesn't know if this system was invented by financial personnel when they were working on part-time human resources. bigtall calculates the cost saved by the company based on my experience, the percentage of people who change to positive in advance is definitely less than 10%. If the gap between the trial period and the official salary is an average of 1000 yuan, the company will change to positive in one month on average, with the number of employees joining the company each year, annual cost savings = 10% × 2000 × 1000 = 0.2 million. These parameters are exaggerated. In fact, bigtall is estimated to be less than 50 thousand. Generally, the people who can turn positive in advance are the best. Therefore, the human resources department gives each of the best people a discount and deducts 1000 yuan from them, the total cost for the company was reduced by 50 thousand RMB/year, and their dissatisfaction and contempt were successful!

 

We have already talked a lot about the topics after the employees turn to the correct position. The first three articles in this series are basically talking about this. So we skip the "service" phase and continue to talk about the "exit" phase.

 

When bigtall arrived at KD, he received a warm farewell letter from a colleague. He did not mention the name bigtall. He left the company because he had the opportunity to work in Hong Kong. In his letter, bigtall can tell his nostalgia for the company and his vision and confidence in his future. Bless him! But not everyone's departure will be so perfect! Many people leave their company with emotion. At this time, the Human Resources Department acted as a pawn and jumped out as a bad guy. As a result, the fate was lost. When an employee leaves with negative emotions, it is a permanent knot.

 

In fact, there are more than one way for employees to leave the company. I remember reading a report a few years ago. When a reporter interviewed a Hong Kong boss outside of Guan, he proposed the concept of "sending employees" to make bigtall usable, and then carefully analyzed it for a long time. The individual employee's personal development is always faster than the company's development. One day, the employee will "Bend". If the employee continues to work in the company, it is a waste for employees and enterprises. Therefore, a wise boss will help "Qu Cai" employees find a better way out through the relationship, and then send the employees away. This is a humane and rational way! First, you can leave your position to a more appropriate person to save labor costs, and second, you can be a good person on both sides. The reason why employees find a better way out is that, the buyer's boss finds the right person, and the third is to lay the groundwork for the future cooperation between the company and its employees. However, there are not many "outgoing" people. However, another method to recommend talents is more common, that is, "Party B changes to Party A". bigtall has a few friends who have been recommended this way or "recruited" to fund companies after the project is over. As far as possible, we should try to insert "Our Own" into Party A. Currently, this is still a common human resource strategy, especially for the securities industry.

 

Therefore, employees should be "recruited" and willing to "send out ".

 

A Huawei friend told bigtall that Huawei did not recruit former employees. Well, maybe Huawei is a big business, and all aspects do not depend heavily on individuals (except Ren zhengfei ). However, Huawei's human resources are unqualified.

 

We all know that close relatives are not good for marriage. Similarly, many universities will not leave their graduates as teachers unless they are forced to do so. The same is true in the workplace. An employee has been working in a company since he graduated from college and retired. How much progress do you think he will make? Every company has its own set industry scope and customer groups. To jump out of the company's limitations, you must be a genius or leave your company to look for a job. Therefore, if an employee wants to return after leaving the company for several years, the company should welcome him if he can meet the requirements of entry. I know that when an employee is given a higher salary (basically higher), it will be unfair to the employees left behind. However, if the company has a fair capacity evaluation mechanism, it should not worry (It seems that for Chinese companies, fairness is always a matter of worry. The serious influence of feudalism makes everyone want to use their own advantages to obtain something beyond fairness. The boss goes to the employees, no exception). This kind of employee who eats "Swordsmanship" has a higher value than those who enter the company for the first time. First, the employee's information, knowledge, ability, and performance are recorded in the company, which is much less risky to hire them again. Secondly, the employee is familiar with the environment and products, it takes a short time to get started. The third reason is that the employee has more experience and has a deeper understanding of some aspects than the colleagues who stay in the company.

 

In addition, a human resources department with the ability to work proactively may wish to create special archives for these qualified outstanding employees who are about to resign, so that they can continue to track their changes in the future. In addition to ensuring that they are in a good mood and have no complaints when they leave, they can be considered to join organizations such as the "old employees' fellowship. They are invited to participate in activities on a regular basis, and report to them on various new trends of the company in a timely manner to bring both parties closer. So that these old employees can always pay attention to and care about the company even if they are outside. In this way, the talent problem is much easier to solve when the company is in urgent need of employment. After all, it's not that difficult to "get together" and "Get together.

 

Coming to an end, let's end with a summary. A real big company must have a complementary Human Resources Team and system support. In a company that can be called "big", people are always the first, and a deep understanding of "human nature" is essential. The Management System advertised as "humanization" is actually to take full advantage of the advantages of human nature to curb its shortcomings and ultimately achieve the goal of improving "work efficiency. Everyone should remember: Efficiency x time = output!

 

This series is a summary of my 10 years of experience. I did not expect to write so much. I also dedicate this series of articles to MID and wish MID A Better 10 years! Of course, my series of articles can make a little contribution to this.

 

Thank you!

 

Bigtall
2010-09-03