The hottest human resources strategic transformati

The strategic transformation of human resources in response to the economic crisis

since the second half of 2008, the financial crisis that began in the United States began to impact China's real economy, and quickly spread from the field of foreign trade exports to more and more industries. Many affected enterprises have higher profit margins Automatic shift (when selecting the step measurement): automatically switch to the appropriate range according to the load size, and the range will decline. After the production reduction, layoffs and salary cuts have to be made to reduce costs

just after the Spring Festival in 2009, the Ministry of human resources and social security and other government agencies jointly issued a call, hoping that enterprises can actively respond to the impact of the financial crisis by strengthening management and technological innovation, and do their best to "not lay off or reduce layoffs". The code for internal control of enterprises, which will be implemented on July 1st, 2009, also requires state-owned enterprises to strengthen the construction of mechanisms including human resource management, clarify job responsibilities, strengthen performance appraisal, and control operational risks

2009 has become a "key year of transformation and upgrading" for Chinese enterprises to seek business opportunities externally and give full play to the competitive advantage of talents internally

optimize human efficiency and improve enterprise performance

in the face of the financial crisis, different organizations have adopted different coping strategies due to their different industries, regions and business models

the Pearl River Delta region is the region most affected by the economic crisis. Many manufacturing enterprises have poor product sales and are in a state of shutdown and semi shutdown. Human resources departments are busy with layoffs, salary cuts, cutting the entire non-profit department, and dealing with labor disputes to help enterprises solve their urgent problems. But in the face of the impact of the economic crisis, enterprises need to do more than just respond passively. Enterprises with abundant funds and strong strength began to accelerate mergers and acquisitions, strive to find new market opportunities, and "practice their internal skills"

a survey of CEOs and chos from the end of 2008 to the beginning of 2009 shows that during the economic crisis, the key strategies of human resource management that most enterprises are implementing include retaining and encouraging high-performance employees, improving the leadership of management teams, strengthening performance orientation, controlling reasonable labor costs, strengthening the construction of corporate culture to improve the standardized management level of enterprises and improve the return on investment of human resources

, the reward mechanism of the core of nuclear power has set higher requirements for enterprises. For example, in early 2009, we noticed that many enterprises in the design of assessment indicators for business departments, in addition to focusing on sales, profit margin and other business indicators, an important point is to strengthen the assessment of the "per capita yield" growth rate of business departments. Giving full play to the efficiency and function of the human resources of the enterprise, improving the productivity of employees, and helping the enterprise create the best business performance are the clear requirements put forward by the business decision-makers for HR and business departments

not only "saving money", but more importantly, "open source", "optimizing human efficiency and improving enterprise performance" is the management focus that enterprises pay most attention to under the current situation. For the HR department, it feels unprecedented pressure, but it is also a good opportunity for HR to go deep into the core of enterprise management and transformation and upgrading

ehr: the necessary "equipment" for enterprise transformation and upgrading.

a world-renowned fashion brand, it has become unique in the global clothing industry for more than 30 years. It began to enter the Chinese market in 1992, with more than 300 stores in China, and the number will reach 700 in 2009. In addition to the four major retail cities, hundreds of franchise cities should be rapidly developed. The area is wide and the personnel mobility is large. How to maintain the leading edge in the fierce competition of China's clothing retail market

the human resources department of the enterprise, as the leading department of the company's plan formulation, promotes the enterprise to formulate and implement clear and accurate medium and long-term strategies, and has a deep understanding of the business of the enterprise. As a traditional labor-intensive industry, labor cost is an important part of enterprise cost. The formulation and implementation of enterprise strategy must be based on complete labor cost accounting. This requires the human resources department to stand at the height of business strategy, not only to provide matching human resources investment for business expansion, but also to make an accurate and in-depth analysis of the return on investment in human resources, so as to obtain sustainable return on investment and help the rapid growth of enterprises through continuous optimization of capital portfolio

in 2007, the group cooperated with UFIDA EHR business department to build an information platform for enterprise human resource management. Almost all contents related to the group's "people", such as organizational structure, post setting, personnel information of headquarters and stores, compensation and welfare, and employee change management, are integrated into a unified platform to ensure that headquarters and business departments can see comprehensive, accurate and timely data. The key is to build this information platform. In the view of its HR Director, this is not only to reduce the repetitive work of the HR department, but to serve the company's business and human resources strategy, and to build a platform for human resources departments and business departments to communicate in a unified language

through the data provided by this platform and the analysis tools provided in the system, the human resources department analyzes the comprehensive indicators of the group and each store (turnover, labor rate, per capita turnover, profit rate) and all human indicators for income, such as personnel structure and profit output ratio, human cost, key talent on duty rate, etc., and finds changes in enterprise operation in real time, Provide timely guidance and help to business departments, jointly propose and improve solutions, optimize staffing, and improve performance output

in addition, the personnel structure of the human resources department has also changed. The HR department has specially added the post of HR planning to provide industry analysis, data analysis and jointly formulate HR plans for business departments and branch hr. Relying on EHR as a management platform, the human resources policies of the headquarters have also been better understood and implemented. In this process, the training of business departments has also been completed, and the human resources department has truly become the business partner and business promoter of the enterprise

the human resources of the enterprise face challenges in accurately assessing product compliance; The director said, "human resource management needs to prepare for the development of the enterprise in three aspects: human capital readiness, organizational capital readiness and information capital readiness. Among them, in terms of information capital readiness, these jobs cannot be done without EHR system." EHR has become a necessary tool for the transformation and upgrading of enterprise human resource management

not only that, during the financial crisis, many enterprises such as finance, tobacco and comprehensive enterprise groups almost did not reduce the budget of human resource informatization. Instead, they invested in upgrading the existing EHR system, and continued to strengthen group control, strengthen performance management, and control human costs with the help of EHR

talk about ehr123 again

UFIDA ehr123 needs "platitudes". This is the systematic method that UFIDA has explored in the EHR field for many years and summarized for the successful implementation of EHR. This informatization path of human resource management has been practiced in more than 600 excellent enterprises, such as China Unicom, Nanfu battery, SAIC Motor and so on, and has been recognized by the CHO of the enterprise and the person in charge of the project. It can indeed help enterprises effectively avoid the risks of system implementation under the guidance of clear business planning, and gradually improve the working methods and thinking habits of enterprise management and employees through step-by-step implementation in three stages, Ultimately achieve the management objectives of the enterprise

l EhR1: centralize information and optimize the efficiency of human resources operations

human resources departments have a high intensity of personnel management. Improving the efficiency of human resources operations through EHR has been widely recognized by human resources practitioners. This stage is the most basic but also the most important part of human resources informatization

organizational structure, post structure, job system and all-round employee information are unified into the human resource management platform; The system can automatically calculate salary in combination with the tax policies of different enterprises in different regions, and support multiple salary calculation schemes of enterprises; Standardize employee contract management, etc. Help enterprise human resources practitioners improve their work efficiency, ensure that they have more energy to engage in planning, analysis, and timely find changes for optimization and adjustment

the most important thing is that this stage provides comprehensive, prepared, real-time data, which provides the most solid foundation for enterprise management decision-making analysis and group control. For group enterprises, this platform can be used to optimize the allocation of human resources throughout the group and strengthen the standardized management of the group. For example, China Unicom, the group headquarters controls the total compensation and staffing of each branch through the system, which provides tools and methods for the implementation of the group's human resources strategy

l ehr2: process driven, improve the efficiency of the entire staff team

selection, education, employment, retention and dismissal are the core business functions of the human resources department. Ehr2 stage is not only to help the human resources department achieve the coordination of these functions and work, and realize the whole process management of employees from entry to resignation, but also to strengthen the business support through the development and management of HR core functions

take a high-tech group company served by UFIDA as an example. The company has more than 50 branches, more than 5000 agents and nearly 10000 employees across the country. In the stage of rapid development of enterprises, the expansion rate of enterprise personnel is very fast. However, with the expansion of the company's scale, operational efficiency, employee enthusiasm and work efficiency began to decline

in 2008, the company hired a famous international consulting company to diagnose and design the enterprise performance management and reward mechanism. In 2009, facing the pressure of the financial crisis and the opportunity of enterprise management upgrading, integrating the management idea of Balanced Scorecard and drawing on the performance management experience of excellent enterprises such as GE, the enterprise began to implement a new performance management system to motivate and retain high-performance employees and maintain the vitality of the organization. The enterprise has invested a lot of time and resources in training more than 800 backbone employees of the company. It can be seen that enterprises are determined to promote performance management. The human resources director of the enterprise said that although so much energy and resources have been invested, the performance management of the enterprise will be difficult to implement without EHR system

the performance management module in the EHR system supports the performance evaluation schemes for different types of employees and organizations at all levels of the enterprise. All employees log in to the system to fill in personal performance evaluation indicators, clarify performance objectives (financial indicators, non-financial indicators), personnel management indicators, personal development indicators, etc., and record them all through the system as the basis for the performance interview between managers and employees and the basis for employee evaluation

strengthen the promotion and monitoring of the performance process through EHR, and according to the preset authority value and evaluation formula of the enterprise, the system automatically analyzes the results of organizational performance and employee performance evaluation of PVC door and window reinforced steel jg/t 131 ⑵ 000, links the performance evaluation results with the reward mechanism, and promotes the implementation of the performance management system

ehr2 provides systematic tools and methods to help HR drive business development through workflow, and use scientific means to improve the efficiency of the entire staff team, not just static data query and improve the convenience of internal work in the human resources department. This stage is the "ideal state" that many enterprise human resources directors think