Facing the coming 20xx year, the reorganized human resources department is presented to every employee with its professional, targeted and systematic characteristics. Now sum it up and make it public, and accept the leadership and brother departments.
First, vigorously strengthen the development and construction of departments, in line with the company's strategic development trend.
1. Internal management of department employees
As the formulation and maintenance department of the company's various systems and regulations, under the attention and guidance of general manager Wang XX, manager Li XX, the head of the department, has been constantly strengthening the management norms of the department and strictly demanding team members to set an example. Become an example and model for the employees of the company to abide by the law, be dedicated and loyal, and become a window for the company's image display and a mirror for self-discipline management.
1. 1 continuous improvement of professional ability
Under the leadership of department manager Li XX, the Human Resources Department regularly conducts two hours of professional knowledge study and discussion, experience exchange and problem analysis of each module, training of management practical tools and English-Chinese language tools every Friday afternoon, so that employees in various departments can continuously improve their professional knowledge and practical problem-solving ability.
1.2 internal discipline and professional conduct
There is an unwritten rule in the human resources department that every member must strictly manage and restrain himself, abide by the company's rules and regulations, and strictly abide by his professional ethics. Any member must put the interests of the company first, and must not have any behavior that violates principles and ethics. This unwritten rule is the most important thing that Manager Li XX of the department emphasizes at every internal meeting of the department, and it is also a standard that every member keeps in mind and strictly implements.
2. Work optimization of human resources work module
The Human Resources Department is a highly professional management department that pays equal attention to theory and practice and has a wide range of working faces. With the establishment, growth and expansion of the company, its work depth and professional division of labor will also change. According to the professional knowledge of company development and human resources management, the human resources department of the company actively carries out internal professional division of labor integration and organizational structure adjustment and reorganization, and decomposes it into recruitment training module, salary performance module and employee relations and affairs module. Finally, the present situation of unified leadership of department managers, parallel operation of three professional modules and internal overall work cooperation is constructed, which reflects the professionalism of enterprise management and the effectiveness of practical work.
3. System and process construction
As the main responsible department for the drafting, drafting, construction and implementation of the company's relevant management systems and processes, under the guidance of the company's leaders, the Human Resources Department has been keeping up with the company's strategic development requirements, changes in the external market environment and the updating of professional theoretical and practical knowledge, and constantly updating, maintaining, drafting and constructing various supporting, rigorous, practical, effective and high-quality management systems and operational processes. Since 2008, the relevant system regulations and process construction have been completed as follows: salary management system; Performance management system; Provisions on the administration of professional title evaluation; Regulations on the management of attendance holidays; Regulations on recruitment management; Maintenance of training management system; Employee rewards and punishments management regulations are updated; Provisions on the administration of labor contracts; Provisions on the management of archival information; Internal competitive recruitment process; Management process of resigned employees; Employee confirmation process; The staff turnover process includes the compilation, collation, updating and maintenance of more than 20 institutional processes.
4. Functional innovation
Deeply aware that the new situation and new tasks have put forward new challenges and new requirements for human resources work, the Human Resources Department keeps pace with the times according to the development trend of human resources management and the current situation of human resources development and management in the company, adheres to multi-angle and deep-seated reform and innovation, and constantly explores new ways and methods for human resources development and management under the new situation. Includes the following aspects:
To innovate the management concept, every member of the human resources department must update and revise his own concept in time to keep up with the development requirements and direction of the times and the company; In daily work, members are required to have a good attitude, correct orientation and service consciousness, actively participate in their own work, strive to realize self-worth and realize the growth of enterprises and themselves.
With the innovation of management mechanism, human resources department has fully realized that human resources management is not only an administrative, transactional, non-dynamic, discontinuous and unsystematic work, such as employee recruitment, formalities, salary distribution and resignation management, but also a holistic, comprehensive, systematic and strategic management function. In practical work, human resources has actively completed a number of far-sighted strategic tasks, such as establishing and formulating medium and long-term human resources planning, human resources development orientation, training planning, targeted salary performance planning, designing and developing the company's personnel competency model system, psychological and personality model system and other innovative work, which has provided many advanced management methods and tools for the company's work.
Second, the reform task with arduous responsibilities and excellent results will eliminate unfavorable factors and pave the way for the company's strategic development.
For companies and human resources departments, 20xx is a year of arduous tasks and great reforms. This year, the reorganization and re-division of organizational structure, the remodeling and reconstruction of salary performance system, the development and formulation of professional title evaluation system and the introduction and use of advanced fingerprint attendance system were completed.
1. Reform of salary performance system
Since the end of 20xx, the leading group of the new general manager of the company has made a historic decision for the company and all employees after nearly half a year of communication, batch interviews and discussions with almost all employees, comparison of external industries and repositioning of the company's long-term strategic objectives: reforming the salary performance system. It is an important measure to improve the effective income of employees, stimulate their working potential, eliminate unfavorable factors, enhance the core competitiveness and positive influence of enterprises, and conform to the long-term goals and strategic planning of enterprises.
20xx From March to August, the new salary scheme was formally implemented, which lasted for half a year. During this period, under the leadership of the company's general manager team, the human resources department devoted itself to the analysis, discussion and design of the salary scheme.
In the reform design of the whole salary performance scheme, the salary performance module of human resources department, under the leadership of department manager Wei, worked overtime while completing its own work and devoted itself to the design of the scheme. Completed nearly 60 batches of interviews 1000 people; 1000 questionnaire survey and statistical summary; 170 positions, 13 rounds of evaluation scoring statistics and calculation; Statistical analysis and summary of data information of 200,000 person-times; Comparative analysis of salary structure of nearly 100 positions; Numerous discussions with external management experts, more than 50 times of careful study and revision of the new system and new scheme line by line, many people worked overtime countless times, and even worked for more than 30 working days after 2 am. Finally, with the personal questioning and strong support of the leadership team of the general manager of the company and the painstaking efforts of the heads of various departments of the human resources department and the compensation team, the results of the new scheme were presented to all employees of the company as scheduled.
The final plan of salary system reform is the result of in-depth investigation and analysis, many rounds of discussion and research, accurate statistical calculation, combined with external market environment, actual production characteristics of the company, post allocation, employee composition and other factors, which consumes a lot of time, manpower and painstaking efforts. It is the crystallization of the company's efforts from top leaders to ordinary employees.
This salary reform basically subverts the company's original salary evaluation method, salary distribution structure and employees' cognition of salary distribution, and establishes an incentive and control salary system integrating employees' professional titles, skills, performance, quality and value, which embodies the characteristics of high energy, high efficiency and high income, improves employees' actual job satisfaction and contribution, and fundamentally saves costs for the company, which can be described as a win-win situation.
2. Construction of performance system
Since the establishment of the company, the performance appraisal has been in the process of exploration, which has not formed a systematic and continuous nature, and has not played an objective assessment, quantitative evaluation and continuous incentive role for employees' work. In view of this situation, in line with the trend of the company's related system reform, the human resources department absorbed the wisdom of external human resources experts, referred to the characteristics of the company's project production and operation, conducted two rounds of long-term communication with the company's senior management and department heads, and designed a department performance appraisal system that emphasized the concept of team performance and collaborative operation, which led * * * to win a benign culture. At the same time, an employee-level assessment system is established, which integrates employee's confirmation assessment, employee's annual assessment, employee's reward and punishment assessment and year-end assessment, so as to realize the systematicness, completeness and comprehensiveness of performance management.
3. The formulation of employee's professional titles and skills evaluation system.
After completing the salary reform, establishing the salary system and performance appraisal system, the human resources department actively followed up, graded more than 70 positions in the company/KLOC-0, and formulated the evaluation system of professional titles and skills, which reflected the company's emphasis on and promotion of employees' comprehensive skills, and provided a scientific and reasonable power source and institutional guarantee for the company's sustainable development and the promotion and growth of employees.
4. Update the attendance system and improve the attendance holiday management system.
4. 1 Update the attendance system to ensure effective attendance management.
The company's attendance management system is an important basis for the company to calculate employees' salary. In order to achieve scientific management and effective incentives, the company's human resources department has used and tested three generations of attendance systems in recent two years. During this period, a large number of attendance data and employee data have been debugged and updated, and countless machine tests, trial installations and logical calculations of attendance shifts have been carried out. Finally, according to the company's demand, the use characteristics of similar products in the market and the feedback and suggestions of employees, the fingerprint attendance management system was introduced for the company, and in 20xx. It basically ensures that attendance management is scientific, reasonable, fair and effective, avoids some irregular situations, and saves related management costs for the company.
4.2 Improvement and maintenance of attendance holiday management system
On the premise of ensuring the accuracy and effectiveness of the attendance system and data, the Human Resources Department has been closely following the revision of the relevant national labor leave system and regulations, actively studying and studying, and combining with the actual situation of the company, it has revised the company's attendance leave system for more than 20 times three times, which is legal, reasonable and guaranteed, avoiding risks for the company and seeking benefits for employees.
Third, the supply of strategic talents provides a strong guarantee for the company's long-term sustainable development.
Company leaders have always attached great importance to recruitment training, and have strict requirements on demand planning, implementation planning, evaluation and other aspects of recruitment training. The human resources department responded positively, actively analyzed and improved the work of standardizing recruitment and training procedures. 65,438+000% completed the company's annual human resources demand plan and the recruitment and allocation of talents at all levels in various departments, gave full play to its basic and core role in human resources work, and did a good job of "selecting, hiring, appointing and educating" to ensure the provision, use, development and promotion of human resources in enterprises.
1. Complete the company's relevant recruitment training plan in 2008 to meet the recruitment training needs of all departments.
Since 20xx, the Human Resources Department has gone to three recruitment sites in China 10 provinces and cities 13, participated in various job fairs in colleges and universities, collected 5,000 pieces of registered talent information, called more than 4,000 people, effectively interviewed 2,600 people, tested and evaluated 1700 people, and finally effectively recruited 75 people from various social talents. Completed the recruitment of 7 foreigners and the handling of relevant procedures;
2. Complete the recruitment of talent reserves at all levels.
The leaders of the company are far-sighted and strategizing, fully aware that human resources are a resource of enterprises, and human resources are talent resources and knowledge resources; It is the key to the success of offshore engineering industry to realize the sufficient and reserve of operational skills talents in front-line key positions. Therefore, we have made strategic efforts to recruit, reserve and cultivate fresh talents at all levels. It has injected a lot of new forces into the company's key business positions and provided a strong guarantee for the sustainable development of the company's production.
2. 1 Recruitment reserve for fresh graduates with bachelor degree or above
In 20xx, the Human Resources Department made an analysis of well-known universities in China, and comparatively selected 15 first-class universities with corresponding majors, strong education level and high knowledge as long-term partners. In the whole year, 25 people were sent to participate in the job fairs for undergraduate and above professionals in 28 universities across the country, and 50 fresh graduates were selected, interviewed, audited and admitted.
2.2 secondary school welding riveting workers recruitment reserve
In recent years, the human resources department has actively cooperated with excellent technical training schools all over the country, and introduced and trained a number of high-quality welders and riveters. Especially in 2008, with the support of company leaders, through the comparison and professional selection of technical schools all over the country, we successively cooperated with 12 school in negotiation, examination and audit, and introduced ***7 batches of qualified welding and riveting students to 200 technical schools.
This year's selection, recruitment and introduction training for colleges and universities at all levels, highly educated undergraduates and graduate students, welders and riveters is the largest in the company's history. This strategic move laid a solid foundation for the company's knowledge resources reserve, and also provided valuable experience for future related work.
3. Actively complete the company's various training demand plans.
3. 1 Complete the demand plan in an all-round way and tap relevant resources.
With the strong support of the company leaders, the Human Resources Department has completed more than 2,600 trainings at all levels, including 4R executive training 1000, team leader management training of more than 200, various safety training and technical professional training of more than 200, English training of more than 200, computer office software training of more than 300, welding and riveting worker electrician training training of more than 300 and equipment operation management training of more than 200.
3.2 Complete the follow-up training for new graduates at all levels.
For the newly hired 20 highly educated graduates and 200 excellent welding and riveting technical school talents, human resources have given full play to their learning ability, knowledge-seeking ability and team spirit. With the support of the company's leaders and the strong cooperation of various departments, relevant military training, rules and regulations training, professional spirit training, business and process training of various departments of the company, welding and riveting operation skills training, etc. More than 30 sessions have been held, which have enabled these students who have just left school to do a good job in identity change and professional cognitive training.
3.3 Labor Recruitment and Labor Management
Cooperate with the production of various projects, assist all departments in recruiting and auditing laborers, and modify and sign relevant contracts. At the peak of labor recruitment, our company has more than 400 employees.
Fourth, conform to the development of the times to ensure the harmony of labor relations in the new era and enhance the influence and popularity of enterprises.
Labor relations in human resource management is a flexible and flexible job, which is related to the working atmosphere, interpersonal relationship, corporate culture, corporate image and reputation of employees in enterprises. Therefore, affairs and work are not important, and they must be done by hand. It is easy and has a long way to go.
1. Employee compensation and welfare guarantee and performance incentive management
Salary performance is related to the vital interests of employees, involving the accounting, distribution and statistics of various salaries of employees in the company; Relevant departments, employees at all levels of the contract assessment and evaluation summary, employment confirmation, employee attendance and holiday management, statistical analysis; Responsible for the construction, updating and maintenance of various salary management, performance management, attendance and holiday management, overtime management and other institutional systems; It directly affects the evaluation results and salary distribution of employees, and is an important platform and the most practical channel for direct dialogue between companies and employees.
According to the characteristics of complex salary performance workflow, strong professionalism, heavy workload, wide coverage, numerous structural items and high accuracy requirements, the Human Resources Department has formulated targeted work plans, job requirements and personnel assessment standards, and standardized and refined related work.
Salary performance management needs to complete more than 6,543,800 pieces of information attendance data every month; More than 3,000 person-times of salary and expenses accounting; Make more than 3,000 person-times salary slips; Monthly statistical update, quarterly data summary and repeated calculation, nearly 654.38+million person-times at the end of the year and information summary and statistical analysis; Update and maintenance of insurance series for nearly ten thousand people every year; Prepare quarterly and annual performance contract forms for departments and employees, and summarize, analyze and report the results.
2. Employee relations and labor contract management
2. 1 Avoid risks, protect rights and interests, comply with laws and regulations, and appropriately adjust labor contract management measures.
20xx is the first year of the implementation of the new labor contract law. In view of the articles of association of the new Labor Contract Law, the Human Resources Department actively studied and discussed, signed an open-ended labor contract in time according to the actual situation of the company, changed the labor contract cycle of other employees and new employees, implemented a five-year contract cycle for key positions and a three-year contract cycle for ordinary employees, avoided the corresponding legal risks of employment, reduced labor costs, clarified labor relations and safeguarded employees' interests.
20xx * * * Complete the signing of 3 15 new employee contract. Complete the contract signing of company employees 188 person-times.
2.2 meet the needs of enterprise development, attract outstanding technical talents, and fully ensure the production progress of the project.
2.3 Receive and handle more than 65,438+000 employee disputes, resolve employee conflicts, harmonize labor relations, improve the satisfaction of both parties, and promote rational and harmonious development. Receive and communicate with 267 resigned employees, do a good job in the terminal management of human resources management, and pave the way for the maintenance and maintenance of corporate image and future cooperation between the two sides.
2.4 According to the employment policy of Shenzhen, the residence permit for non-registered employees in Shenzhen was handled in time, which effectively and timely guaranteed the relevant needs and interests of employees.
Fifth, strengthen the system construction and informatization construction of human resource management, and fully guarantee the efficient and orderly work of departments and companies.
In order to give full play to the advantages of human resources management talents and improve the contribution rate of key management tools in system construction, especially human resources management, the Human Resources Department actively carried out human resources management system and information construction, strengthened technical innovation of human resources management, and completed the electronic information construction of human resources statistical information system and employee information data. Since June 2008, the Human Resources Department has strengthened the data entry, file arrangement and account preparation of each module, and improved the informationization of salary and benefits, training, organization post information, report system, system management and performance management, including the basic information of human resources, education, professional and technical positions, technical posts, continuing education, social insurance, management of resigned personnel, information inquiry and other powerful functions. More than 5,000 employee files, personnel information, various recruitment, training, salary and contract information were classified and informationized for five times, which greatly improved the efficiency of human resources work and the level of human resources management and development.
Six, actively carry out various project activities to enhance corporate culture.
While completing its own job, the Human Resources Department actively expands the practice of professional knowledge in enterprises, combines work enrichment with interest expansion, and organizes various business-related project activities such as outward bound training, executive training, team leadership management training, and employee quality training, which greatly improves and standardizes employees' professional outlook, improves and guides the working atmosphere of enterprises, and extends and promotes corporate culture.
Seven. Departmental work prospect
As the window and mirror of the enterprise, the human resources department will be duty-bound to complete its duties.
In 20xx, do a good job in the analysis of various demand plans for human resources recruitment, training and allocation, and effectively implement various staffing and development plans;
Continue to implement the reformed salary performance system, so that the reform results can be effectively played, practiced and realized;
Constantly handle employee relations affairs, change employees' cognitive concepts, further complete the construction of benign corporate culture, and effectively improve the relationship between employees and enterprises.
Looking back on 20xx, we are happy and calm. Looking forward to 20xx, our confidence remains the same. Under the strategic decision of the company's leaders, the human resources department will closely focus on the 20xx annual work target, foster strengths and avoid weaknesses, do its duty, forge ahead and keep pace with the times. We will continue to closely cooperate with the relevant work of various departments, strive to meet the needs of strategic development of enterprises with high quality and efficiency, base ourselves on enterprises, save costs, ensure demand, motivate employees, provide professional support for the sustainable development of the company, complete professional work and contribute professional strength.