MindMap Gallery Human resources management work ideas
This is a mind map about human resources management work ideas. The main contents include: effective human resources management, refined salary and benefit management, scientific performance management, systematic training and training, rational recruitment and allocation, and standardized cadre management. Human Resource Planning Specialization.
Edited at 2024-04-20 14:04:15Mappa mentale per il piano di inserimento dei nuovi dipendenti nella prima settimana. Strutturata per giorni: Giorno 1 – benvenuto, configurazione strumenti, presentazione team. Secondo giorno – formazione su policy aziendali e obiettivi del ruolo. Terzo giorno – affiancamento e primi task guidati. Il quarto giorno – riunioni con dipartimenti chiave e feedback intermedio. Il quinto giorno – revisione settimanale, definizione obiettivi a breve termine e integrazione culturale.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
Mappa mentale per il piano di inserimento dei nuovi dipendenti nella prima settimana. Strutturata per giorni: Giorno 1 – benvenuto, configurazione strumenti, presentazione team. Secondo giorno – formazione su policy aziendali e obiettivi del ruolo. Terzo giorno – affiancamento e primi task guidati. Il quarto giorno – riunioni con dipartimenti chiave e feedback intermedio. Il quinto giorno – revisione settimanale, definizione obiettivi a breve termine e integrazione culturale.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
Human resources management work ideas
Standardization of cadre management
Standardization of top-level design: Based on the actual situation of the unit's cadre and talent team, and benchmarking against the group company's leadership management regulations, the unit's leadership management system is formulated.
Standardization of appointment and removal procedures: Adhere to the principle of organic unity of party management of cadres and appointment and removal according to law, continue to explore, boldly practice and innovate, so as to further improve, deepen and perfect the personnel appointment and removal work.
Cadre position verification
Verification of cadre appointment conditions and qualifications
Appointment avoidance verification
Business verification
Relevant cadre selection and appointment record review and approval
Report on requests for major matters
"Ten Don'ts" work discipline
Report on relevant matters
Application for approval for part-time work of leaders in social organizations
Party Committee Rules of Procedure
Application of cadre selection methods
Performance benefits and business expenses
Building a team of young cadres
Recruitment and allocation rationalization
Rationalization of staff size: According to the company's development strategy, comprehensive consideration of annual economic indicators, per capita operating income and other factors, combined with operating income growth rate, net profit growth rate and other factors, forecast the unit's staff size.
Sufficient quantity, reasonable structure and excellent quality
In principle, per capita operating income shall not be lower than that of the previous year
Rationalization of the recruitment plan: sort out the current total number and structure of the unit's personnel, and calculate the demand for social recruitment, campus recruitment, and cross-unit deployment within the group based on factors such as internal employee mobility and employee loss in the past three years.
The personnel demand plan is reasonable and the deviation rate is within ±10%.
Dynamically adjust according to actual conditions
Rationalization of staffing: Based on the existing staffing situation, rationally analyze the staffing structure and formulate targeted optimization measures that are consistent with the actual allocation.
Everyone makes the best use of their talents and duties
Survival of the fittest, reducing costs and increasing efficiency
Human resources center management
Labor contract renewal assessment
Goal: The total number of employees shall not exceed 1,350, and the per capita revenue shall not be less than 7 million yuan/person.
Systematized training and training
Systematization of education and training: focusing on the central tasks of the group company and general contracting company, continue to promote the "all-round, multi-sequence, multi-level" multi-dimensional training system, comprehensively build a learning company, continuously improve the quality and ability of the employee team, and promote the sustainable and healthy development of the enterprise .
Teaching by external lecturers
Internal trainer training
online learning
Everyone takes the podium
Daily business training
Focus: Implement training at different levels and levels
Systematic talent training: With the goal of cultivating the core talents needed by the enterprise, we strive to create a professional and comprehensive talent training system that is "professional, knowledgeable, and good at communication."
Project talent training and assessment
project team
Project department manager
project staff
Talent training responsibility system
Sign a talent responsibility letter
Job promotion assessment
Training and assessment of new iron soldiers
Turnover rate management and assessment
The registration certificate should be assessed after all examinations
Professional titles should be assessed and evaluated
Evidence collection and assessment for eight members
Overall success rate assessment
Regular notification
Incentives, rewards and punishments
project manager
Build a project manager competency model
Targeted personal improvement goals and training measures
Project manager training is provided no less than 2 times a year
Project team members
Centralized offline "small class" training and assessment, no less than 2 times a year
Construction of reserve talent pool
Selection, competition, training and assessment of reserve project managers
Selection, competition, training and assessment of reserve project secretaries
Selection, competition, training and assessment of reserve project team
Job rotation exchange
Goal: Talent cultivation changes from "selecting talents when they are needed" to "forward-looking reserves", and from "natural growth" to "leading growth"
Scientific performance management
Assessment is further integrated with the company's development strategy: increasing and clarifying annual key task indicators.
Department head: Signed the 2024 target responsibility assessment indicator responsibility letter
Project manager: Sign the project manager’s annual performance salary assessment responsibility letter
The assessment indicators are further quantified: differentiated and scientific assessment indicators are set according to different levels of positions, forming "one person, one table".
Personnel at the headquarters and subordinate agencies: Assessments are quantified at different points of the year and quarter.
Regional office and project department personnel: Based on the responsibilities and task requirements of each position, the assessment will be quantified to different nodes of the year and month.
The application of assessment results will be further strengthened: the rigid fulfillment of performance assessment results will be strengthened, and a market-oriented mechanism will be promoted that allows cadres to be promoted and demoted, employees to be promoted and removed, and income to be increased or reduced.
All personnel: Assessment results are linked to performance pay and bonuses, and to the appointment and removal of cadres.
The assessment feedback mechanism is further strengthened: employees can understand personal assessment results, clarify their own gaps and deficiencies, and formulate targeted improvement plans.
Goal: Responsibilities are decomposed layer by layer, and everyone is responsible for the target
Refined salary and benefit management
Labor cost optimization: Strengthen human resource allocation and promote refined project management through a combination of total salary control, output value completion ratio, and total headcount requirements.
Taking the annual total salary control as the starting point and the monthly usage limit as the control point, labor costs are strictly managed.
The monthly total salary utilization coefficient is set by combining the completion rate of the monthly output value plan, the completion rate of per capita output value, and the progress of key parts.
Optimization of remuneration and benefits: On the basis of ensuring the target of per capita output value, let performance determine remuneration to ensure that employee income can "increase or decrease."
Combined with the annual per capita revenue target of 7 million yuan per person, let personnel working on projects with excellent performance and good management and control achieve "more work, more reward, and excellent performance and excellent rewards."
Survival of the fittest: Adhere to dynamic tracking, smooth the channels for "in and out", strengthen the top-level design of internal mobility of talents and regional sharing, and comprehensively improve the efficiency of human resource allocation.
Strictly control the entry point and grasp the level and ability of newly recruited employees from the source
Smooth the "exit" channel, improve the normalized exit mechanism, strengthen employee probation period assessment, contract expiration assessment and daily performance assessment, and resolutely eliminate "incompetent" employees.
Adhere to "performance first", make full use of performance appraisal tools, implement employees' actual work performance into performance results, and break the situation of "big pot rice" and "good or bad work is the same".
Goal: Employees can come in and out, salaries can be high or low, and costs can be reduced and efficiency increased.
Human resource management effectiveness
Effective improvement of business quality: strengthen top-level design, optimize implementation, and strengthen daily management.
Conduct business empowerment training for human resources managers
Formulate and issue a human resources business management operation manual
To improve the effectiveness of assessment management: based on the implementation of concepts, institutionalization of actions, processization of systems, form-based processes, informatization of forms, timely "establishment, reform, abolition and interpretation" of the system, and improve the group company's human resources system.
Formulate and issue assessment methods for human resources and cadre management of affiliated units
Goal: Strengthen business exchanges and guidance at all levels, discover examples, summarize and improve
Human Resource Planning Specialization
One Center: With the goal of "building China into a leading country with a global perspective", we implement the basic principles of the Party's management of cadres and the Party's management of talents, adhere to talent leadership, improve the talent echelon, stabilize scale, create benefits, and strive to improve the role of human resources in the company's high-quality development. Support ability.
Three starting points: Comprehensively deepen the reform of the three systems by establishing a scientific assessment and evaluation system, improving the professional talent echelon training system, and optimizing the salary and benefit management system.
Six focuses: Focus on standardization of cadre management, rationalization of recruitment and allocation, systematic training and training, scientific performance management, refined salary and benefit management, and effective human resources management, and actively improve the accuracy, pertinence, and effectiveness of the company's human resources management. .