Successful cases of human resource management 1:
I. Introduction of GE Company
1, historical background
GE's history can be traced back to Thomas? Edison, who founded Edison Electric Light Company at 1878. 1892, Edison General Electric Company and Thomson Houston Electric Company merged to form GE. At present, GE is the largest diversified service company in the world and a supplier of high-quality, high-tech industrial and consumer products.
2. GE values
In ge's values, there are three traditional unchangeable principles, namely, insisting on honesty, focusing on performance and eager to change, which are also the core parts of GE's values.
3. GE's mission and strategy
GE's mission is: imagination is at work. Dreams make the future. )
GE has four long-term strategies: globalization, service, e-commerce and six smart horses.
Second, the evolution of GE organizational structure
1, adopted by the company in the early 1950s? Decentralized business division system? .
2. At the end of 1960s, General Electric met with fierce competition from Westinghouse Electric Company in the market, and the company's finance kept swinging on the deficit. At 197 1, the senior management of the company took a new strategic measure to pull out the crisis, that is, set it up in the business department. Strategic institutions? .
3. In the mid-1970s, the American economy once again stagnated. Jones, the chairman of General Electric, worried that there might be a long-term economic depression in the 1980s, and implemented it from 1978 to 65438+ 10? Executive department system? , that is? Super division system? . Should this system be established in various business departments? Super split? That is, there is a layer of management above the business department.
4. From 198 1, GE's organizational structure reform has generally gone through three stages, each of which has overlap, but the emphasis is different.
(1.) Focusing on the flattening of the organization, Welch took over from GE at 198 1, and generally ended around 1990. This is also called? Zero level management? . ? Zero level management? In an engine assembly plant, there is only one factory director and two classes of employees, and there is no middle management. In the process of flattening, a large number of intermediate management levels have been cancelled. From the original 24 to 26 management levels to 5 to 6, while expanding the management span.
(2) Focus on business restructuring. GE proposes a medium-term strategy? First and second? The strategic goal, as long as it is not the first or second in the world, is to reform, sell or close down, thus reforming the company's business scope, scale, institutional setup and management system.
(3) boundaryless organization stage. The concept of borderless focuses on building a learning organization. This is due to the establishment of flat organization in the early stage, which increased the management span within the organization, and the influence of serious bureaucracy made the organization have obstacles in horizontal information exchange. More members want to share information and knowledge, and this kind of efficient communication needs to be borderless. ? Borderless operation? Ge broke the traditional department-led work style and changed into a new cross-departmental work style with events as the link.
Third, GE human resource management
(1) General Electric Recruitment. GE has two basic requirements when selecting talents: one is to have professional skills in a certain position; Second, personal values should be consistent with GE values. If employees' personal values are not consistent with GE, they will not succeed in GE. And how to ensure that personal values are consistent with GE values? Mainly in the release of recruitment information or recruitment publicity, GE values are taken as an important part of publicity, so that the audience can understand the position of GE values in GE and realize the importance of corporate values for personal career development in GE. GE attaches great importance to campus recruitment. It has established a perfect operation system and appointed the CEO of each business department as the CEO of a university. They must participate in ge's campus recruitment activities, introduce GE's values to college students, introduce business groups, and show their development prospects in GE and what talents they need. In addition, GE also organized colleagues who had worked in GE to go to their alma mater, taking their own development as an example to show the charm of GE to college students. Every year, GE conducts internship activities in some colleges and universities, designs some internship projects according to actual needs, and organizes outstanding students to practice at GE.
The recruitment criteria are rapid recruitment, lowest cost and best quality.
Ge adopts six sigma DMADV to manage recruitment.
1, the definition, the core content is to find the existing problems, formulate new goals, and determine who is responsible for forming a team to implement this project and achieve the goals.
2. Measurement, full-time staff will comprehensively measure the existing cases and data and analyze the factors that have an impact on the recruitment cycle.
3. Analysis is to analyze the new position data and compare it with the existing data and cases to find out the problems that affect the recruitment process.
4. Design, design the best recruitment plan and process.
5. Verification is to verify whether the new processes and procedures are feasible, whether it can really shorten the recruitment cycle and improve the recruitment quality.
Now GE is gradually establishing a historical database, which contains a wealth of recruitment cases for systematic analysis by HR department. GE hopes to have more historical data to help the human resources department establish a scientific measurement system, clarify the time spent in each recruitment link, and determine the error range.
(2) General Electric training. GE leaders spend most of their time teaching, training, evaluating and promoting talents, which is the most rigorous talent training process in the industry. GE's training system is divided into four parts: basic training, career development training, professional skills and knowledge training and leadership training.
Basic training: Basic training includes induction training for new employees, integrity training and six sigma training. Conduct induction training for new employees, so that new employees can understand GE's corporate culture and values, as well as GE's performance appraisal standards, excellent employee standards and GE's macro management system. One of the important contents of induction training is to let new employees know about GE's culture and values, which is very important for their career development in GE.
Professional skill knowledge training: Professional skill knowledge training is mainly aimed at different functional positions. GE requires that every employee can work across departments, business fields and cultures, and that every GE person can do one? Versatile? , can accept the challenges of the company at any time and meet the needs of GE business development.
(3) General Electric Company's evaluation. Assessment is a systematic project, including the formulation of objectives and plans, good communication, an open atmosphere, the combination of process assessment and year-end assessment, timely feedback of information, the close relationship between assessment and employees' interests, the emphasis on GE values, the support of leaders, the active participation of management and ordinary employees, and the system to ensure this. In the evaluation process, timely feedback of information is very important. Employees should be praised in time when they perform well, and reminded in time when they perform poorly. At the end of the year, all the evaluations are based on their usual performance, which is not only convincing, but also not complicated, because the materials are accumulated continuously throughout the year, and the usual work is also in place.
(Generally, there are four forms of year-end assessment. The first three are self-appraisal, and the first is personal academic performance; Second, personal work records (including work in previous companies); The third is to determine which aspects are your strengths, which aspects are not enough, which aspects need to be improved by what means, which help you need from the company, and what prospects you have in the next year or later, according to your achievements and achievements in one year, as well as GE's values and skills requirements. The fourth is the evaluation of managers. The manager refers to the self-evaluation of the first three employees and fills in the fourth form. The assessment filled out by the manager must communicate with the employees and reach a consensus. If both parties can't reach an agreement, it will be handled by the superior manager. When communicating with each other, you must use facts to prove your point of view, and you can't use any imaginary reasons. )
Application of evaluation results:
1. When the comprehensive assessment results are in the fourth area, that is, when the values and work performance are not good, the treatment is very simple, and such employees have to leave;
2. When the comprehensive assessment results are in the third area, that is, the performance is average, but the values assessment is excellent, the company will protect employees, give them a second chance, including changing posts and training, and make improvement plans according to the assessment results, and then conduct the assessment three months later. If the assessment fails again, the employee must leave;
3. When the comprehensive assessment results are in the second area, that is, when the performance is good but the value assessment is average, employees are no longer protected and cannot get more opportunities for internal growth and development;
4. If the comprehensive assessment results are excellent in the first area, that is, performance assessment and value assessment, then he or she is an excellent employee of the company and will get more development opportunities such as promotion and salary increase.
Performance evaluation: 20%; 70%; 10%。
(4)GE's salary and benefits. GE's salary and welfare system is mainly composed of basic salary, welfare allowance, thirteenth month bonus and other forms of welfare.
Other benefits include a sound vacation system, education and training programs, savings and welfare programs. In the salary and welfare system, for the middle and senior managers of enterprises, they are encouraged by sound stock options. But this kind of reward is not available to every manager, and it is not easy to cash. For example, in 2003, GE issued 250,000 performance shares to Immelt, which is about $7.5 million according to the company's current share price. But in order to win this award, he must lead GE to achieve the cash flow and shareholder return rate targets in the next five years.
Ge or? 60% stock option plus 40% restricted stock? The combination model has replaced the past 100% stock option reward model.
When constructing the salary and welfare system, a basic principle is that most wages are directly linked to work performance and paid according to performance results. ? The specific principles are: don't tie remuneration and power together; Let employees know the salary system more clearly; You can't give anything you want. Try the incentive method of no money: don't reward everything, and implement the performance-related salary system.
Fourth, the characteristics of GE human resources management
1, GE company's procedures for selecting successors
(1.) Start the successor plan: The CEO started the successor plan when he retired (65 years old) for 8 years, and the CEO and the board of directors drew up a list of dozens of successor candidates.
(2) successor job training plan. Put candidates in different positions to exercise and step up training.
(3) Know the candidates for assessment: The board of directors regularly (half a year) assesses the performance and achievements of candidates, and conducts irregular assessments of candidates through various other unannounced visits.
(4) screening and supplementing. According to the investigation, the candidates are continuously screened and supplemented. The first step is to reduce the number of candidates to eight in about three years. About two years before preparing for succession, three candidates were finally identified as key targets.
(5) Continue the investigation. The members of the Board of Directors had close contact, investigation and understanding with the three candidates through various means.
(6) choose a successor. At the board meeting, the directors conducted in-depth, detailed and repeated discussions until they reached an agreement and selected the final successor from the three candidates. After the announcement of the new CEO, it will take about half a year under the leadership of the original CEO? Adaptation period? , familiar with the overall situation, and then officially took office.
2. General Electric Training Center
Crotonville, the cradle of talents. In order to ensure the long-term and vitality of the enterprise, GE has established an extremely large and perfect talent training system, and the annual expenses for employee training are as high as $654.38 billion.
At Crotonville Center? Action learning? Teaching method is a major feature. It requires students to discuss and learn real business management problems. The course focuses on the progress of a key country or region, a subsidiary of General Electric, or a company in implementing a policy, reform or plan, such as quality management or globalization. At the same time, the training course also requires students to talk about their difficulties in the past year for discussion. After each course, some opinions and suggestions of the students will be adopted and put into practice in the next step of the enterprise.
Another major feature is that it has many part-time teachers. All these teachers come from all levels of the company, including Welch and current CEO Immelt. They teach students, not to explain some well-known cases like professors in professional business schools, nor to reprimand subordinates or make vague remarks as a leader, but to come clean about their difficulties or problems in practical work, exchange their views and solutions with students, and even have a heated debate.
The training management of GE Company is not only the responsibility of the human resources functional training department, but also an important task of enterprise leaders. In addition to giving lectures in person, company leaders also spend a lot of time participating in the performance evaluation of managers and selecting people with development potential to attend advanced training courses of Clutton Institute of Management and Development. Usually, this kind of human resources meeting is discussed in March every year and finally ends in June and July, which consumes a lot of energy from leaders. Welch attaches great importance to the selection of training leaders. He once said that one of his most important tasks is to make sure that the bet is on the right person. In order to ensure the training effect, GE has generally established an evaluation system to check the behavior changes of training courses, that is, using 360-degree information feedback to collect the behavior changes of students before training, just after training and after training for 6 months, and to understand the long-term effect of the courses through the comparison of behavior changes and continuously improve the courses.
Verb (abbreviation of verb) The trend of human resource management: the global integration of human resources
More and more companies are doing business in different regions/countries. At this time, the human resource management of the organization will face the needs of comprehensive management, compliance, salary and welfare and labor mobility. It must be based on a clear, concise and highly mobile organizational structure, so many multinational companies are gradually established? HRSS (hrssc? * * * Enjoy the service center)? Provide cross-regional and coordinated human resources services.
1. Change the concept: HRSS is an independent operator, and the HRSS center should be operated as a company.
2. Different operating structure: From the perspective of organizational structure mode, the organizational structure of HRSS has three parts, namely HR business partner, professional knowledge center (HR) and HR shared service center. Human resource business partners refer to expert teams located in different regions or business departments, providing them with personal support and services, and feeding back their needs to professional centers. Human resource consultants are responsible for providing problem-solving solutions, unified policy formulation and coordination, and consulting services; The human resources service center is responsible for human resources information platform and information management, salary distribution and welfare management, self-help platform for managers and employees, and inquiry center for managers and employees.
3. The requirements for personnel are different: HR must have strong planning ability, project management ability, crisis control ability, communication ability and so on besides knowledge and skills in the field of human resources. Feedforward control, not feedback control, should be forward-looking for risks.
In order to realize the above structural transformation, the support of HRIT (Human Resource Information Technology) is needed. In addition, through this technology, organizations can not only improve the uniformity of the implementation of human resources services, but also provide data basis for enterprise decision-making through real-time and accurate monitoring of human resources, and at the same time, they can predict the internal and external environmental changes of enterprises more easily than before.
Human resource management success story 2:
Let me tell you a successful case of human resource management. We do human resource management, and many times the management methods are wrong, which has a great impact on the whole company. Companies are made up of people, and people's thoughts often determine the fate of the company! Don't trust me. Let me tell you a real success story of human resource management.
I once met such a company. There is a company boss who is a woman and has worked in the company for many years. She has great courage. Anyone who doesn't listen will always be scolded by her. But even so, I still feel dissatisfied every day, and I always feel that employees can pay more.
At that time, the company still had factories. Because that factory has two shifts, there must be a manager on duty at night. On duty until 8 o'clock the next morning. Because the salary of management is higher, there is no subsidy for night shift. Because of this, it is always difficult for someone to be on duty every night, and everyone is always unwilling.
I don't think it is right for that woman to always do that. It is equivalent to pushing a stone from the foot of the mountain to the top of the mountain, which is very difficult to push. She is the boss, and she finds it difficult to arrange. Later, it was ordered that those who were not on duty should be detained as much as possible, but she was completely suppressed by force regardless of the consequences.
There is another phenomenon, that is, I have a bad spirit when I go to work on Saturday and Monday. Especially on Sunday, the factory needs people to work overtime, and no one wants to work overtime at all, and dozens of machine tools can't be moved. When workers need to work overtime, their dissatisfaction will erupt.
However, because the salary of that company is half higher than that of the outside world, they still have this attitude, so they always think it is a problem of employees, although the benefits are the same. Women can't help feeling depressed, thinking that these people are really ungrateful.
The female boss in the back found me through a friend and asked me to help him with human resource management. After I went, I got to know the situation first. I am also a fun-loving person, so I always think about when I can have a holiday at work, just like everyone else. But a few days before each holiday and a few days before each holiday. For the company, these days are basically useless and inefficient.
Those of us who do human resource management know that it is basically impossible to ask people to work overtime during holidays and leisure time. Because no one likes to be taken advantage of.
The next day, I discussed this problem with my female boss.
Because I think human resource management should have been a smooth thing, and I can't go against the current. Of course, I can't control those local tyrants, and some of them are relatives of the boss. Later, I went to the female boss to sum up and she decided to try my method.
My management method is that I get paid when I go to work, but I don't get paid when I don't go to work. For example, if you rest on Sunday, you won't get paid on Sunday. There is also a salary for working overtime at night. You can't get this salary without working overtime. Because our wages are already higher than those outside. Moreover, an item will be added later. The average working days in the first three months are taken as the benchmark, and the average wages in the first three months are guaranteed wages. What didn't come true.
In fact, nothing has changed, but the method of calculating wages has changed. But the whole company is well managed.
Originally, employees wanted to have a holiday on weekends. Later, many employees asked if they had any work on weekends and hoped to work overtime. No one wants to be on duty at night, and the later shifts can be arranged in advance. Because there are always many people who want to be on duty.
Some people may think it's immoral, but I still think it's a little immoral. However, from the perspective of human resource management, this is a feasible and useful human resource management method.
Perhaps it was the scholar's spirit, and later, after several explanations by himself and his boss, he made up another one. All employees of the company, even ordinary employees, have done medical insurance and social security. Of course, some people will give a discount on what they don't want to do and add that one. However, it is such a thing that few employees leave the company. Because of medical insurance and social security, he left his job and had to renew it himself.
Later, I wrote about the management system of that company and the rules and regulations of factory production. Until now, this is probably one of the reasons why my boss still keeps in touch with me. I didn't understand the importance of human resource management until I read a lot of human resource materials.
The above is my successful case of human resource management. Of course, there are others, and everyone will think about it later. Different human resource management methods will certainly have different effects. Changing the thinking of management can make human resource management go smoothly. It's just that many of us don't believe it
Human resource management success story 3:
I am the head of human resources in a small and medium-sized technology enterprise. I feel that I have done a lot of practical things, but I have not been recognized by my boss and department. The boss said that the human resources department should not build a car behind closed doors every day, but should think about and solve problems from a business perspective in light of the actual situation of the enterprise; The department said not to worry about us all day, but to give some real support.
Therefore, I actively participated in the meetings of various departments and closely communicated with them, but the effect was not obvious. So, how can we change our thinking, understand our business deeply and do a good job?
The embarrassment of human resources is nothing more than the boss's disapproval, parallel cooperation and incomprehension at the grassroots level, which is also the dilemma that many HR can't find a breakthrough. Go out to the business department and think you are in charge of him; If you don't go out, the business department and the boss will think that you are behind closed doors and don't understand business. Hard to retreat, HR is busy, confused and blind. What about sighing?
All management should aim at the good operation of enterprises. What's the point without performance management? HR should understand the business, the business-oriented thinking is right, and the boss's requirements are not wrong. However, how to make business departments accept their own entry into the sea is the first level for human resources to succeed. How to break through, the author thinks from? Three rubs? Here we go.
Eating a meal is an indispensable part of life and one of the most effective activities in interpersonal communication. When having dinner with business departments, human resources can first make use of their own advantages to provide a place for business departments to have dinner in line with their consumption psychology in hr369.com, and actively participate in business departments' dinner. When you go in, you can ask yourself to follow when the other person orders food. Under normal circumstances, the person in charge of the business department will definitely not refuse your participation. In the process of participation, you can appropriately enliven the atmosphere and increase the harmony of the dinner.
Pay attention when eating. Not everything can be eaten. It usually starts with a big holiday meal. Departmental holiday dinners generally have no specific business theme, but they are relatively relaxed. Adding holiday greetings to holiday dinners by the Human Resources Department can increase mutual intimacy. The second is to celebrate the success of the business department. There will be human resources or administrative departments representing the company, and it is very natural for human resources to participate. Sometimes business departments organize themselves, and human resources also take the initiative to participate, with blessings.
When you take the initiative to participate in the business department's dinner for many times and gradually draw closer to each other, you will change from eating to passive eating, that is, the other party actively invites you to participate in the business department's dinner.
Second, rub the meeting, a lot of work is not solved at work but in my spare time. When you rub the rice naturally, it is natural to rub it. When scraping the meeting, there are also some precautions. It is impossible to scrape off all the meetings at the beginning, but to start with unimportant meetings.
For example, at the beginning of the weekly meeting, it is best for human resources not to actively express their suggestions at the meeting, but to give support from the aspect of talent allocation as much as possible. After learning about the shortage of business talents through the weekly meeting, we should increase the allocation of talents and solve the problem of rapid arrival of talents, which reflects the value of attending the meeting. From routine meetings to business process meetings to business strategy meetings, cut in with a learning attitude and slowly let the other party accept themselves. When the business department takes the initiative to ask your suggestions at the meeting, you can give some personal opinions appropriately, but it depends mainly on the business department.
If the relationship with the person in charge of the business department is handled well, some management suggestions can be given to the other party in the form of consultation after the meeting. If accepted, your value will be more and more recognized by the business department.
Zeng San's entertainment is no different from dinner or meeting. It is a kind of relaxation between friends. Department-based entertainment activities are generally available in enterprises. If human resources are not integrated into business departments, it will be embarrassing not to touch their entertainment activities. Therefore, the premise of entertainment is that you eat successfully first and meet successfully until you are integrated.
In outdoor or KTV, when you are integrated with the business department, you will be fully accepted by the business department, so that you can really understand their hearts and give valuable suggestions recognized by the other party in the meeting.