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MindMap Gallery human resource Management
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human resource Management
This is a mind map about human resources. The main contents include: management, human resource planning, position analysis, and introduction. Hope it helps everyone.
Edited at 2024-02-12 17:04:45
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human resource Management
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- Outline
System Integration Project Management EngineerSoft Test SuccessChapter 11 Project Human Resources Management
- 28
human Resources
Job analysis
Overview
Refers to understanding a position within an organization and describing information related to this position in a format so that others can understand the process of such a position
result
job description
Job Requirements
Competence
content
Job Responsibilities Analysis
Workflow analysis
Job authority analysis
work relationship analysis
Analysis of working environment conditions
Analysis of job qualifications
Purpose: Personnel-job matching (Correct understanding of organizational expectations, messages delivered by managers, and employees’ self-perception)
effect:
continuous dynamic process
The relationship between job analysis, organizational design, and human resource management:
Linking the previous to the next is the basis of the entire human resources management activities
Position analysis provides the basis for other human resource management activities. Position analysis is the platform for human resource management.
The spillover effects of job analysis
Help employees reflect on themselves
Corporate human resources managers can fully understand corporate operations
Contributes to the company's human resources management
Functions truly rise to strategic status
The senior managers of the enterprise can fully understand the current responsibilities and duties of each person in each position.
Can identify overlapping responsibilities and vacancies between positions
potential problems
implement
opportunity
Not analyzed
change
Establish a system
in principle
System analysis principles: Analyze work activities rather than list them
Examine the rationality of positions from the perspective of organizational design and process
Consider position optimization from a design perspective
Position design and work decomposition, induction and combination to form clear responsibilities
Pay attention to position principles: Target the position rather than the person
Based on the current work principle
Be based on actual situations rather than your own assumptions
step
Prepare
Determine the purpose and use of job analysis
Establish a job analysis team (including leadership, job analysts, external experts and consultants)
Train job analysts
Other necessary preparations
investigation
Develop a schedule and choose methods to collect work content and related information based on the purpose
Collect work background information
Gather job-related information
work activities
activities of people at work
Machines, tools, equipment and work aids used at work
Tangible and intangible factors related to the job (knowledge, raw materials, services)
Information on job performance (error analysis, pay scale, measurement)
Work environment (physical, social)
Job requirements for people
analyze
organising materials
review information
Analyzing data: Principles to follow:
Finish
Organize and write job descriptions
Summarize
Used in human resources management and business management
method
Qualitative
Interview method: the most extensive
Individual interviews, group interviews, and interviews at management meetings, seminars, etc.
Non-quantitative questionnaire survey: minimal cost, management position
The key to success or failure lies in the quality of the questionnaire, specifically:
•When asking questions, try to be as simple and easy to understand as possible to avoid deviations in understanding;
•The scope of the questionnaire should be as broad as possible to avoid omissions;
•The questionnaire design should be as structured as possible
Observation method: focus on work-related behaviors, physical labor
action study
time study
Critical Incident Technique: Specializes in recording particularly effective or ineffective behaviors of workers
Work diary method: review routine or non-routine work tasks, with a short stable cycle
Work practice method, easy to get started with work
Quantify
Job analysis questionnaire method: the most widely used quantitative analysis, manual labor
structured list
Management Job Description Questionnaire: Specifically for Management Positions
standard general questionnaire
ONET system
Functional job analysis method: United States: only job description/France: also determines performance standards and incumbent training requirements
job description
content
job description
Job ID
Job Summary
Performing Responsibilities: Position: Primary Responsibilities: Breakdown of Responsibilities
performance standards
Working relations
use equipment
working environment
Qualifications
other information
Job specifications
competency model
Overview of Competencies
Definition: Competencies refer to deep personal characteristics that distinguish different performers at work. Including motivations, traits, self-image, attitudes and values, etc.
Classification
Identifying Competencies: Distinguishing Excellent from Average
Benchmark competencies: distinguishing between qualified and unqualified
content
Knowledge
Skill
Explicit
social role
self-concept
Traits
motivation
implicit
Employee quality is not entirely equal to competency
Components of competency: desire for achievement (two dimensions)
strength
Influence
core features
Objectivity: There is no subjective premise, and "performance" is the criterion for selection.
Deepness: Behavior or thinking style across situations and time. The more complex the task, the more important it is.
Causal correlation: competency → work behavior → work performance
graded assessability
behavioral measurability
Pay attention to breakthrough points (payoff points)
Before: worth it
After: Used to improve other abilities
competency model
Definition: A combination of a series of different competency elements required to complete a certain job and achieve a certain performance goal.
Describe the competencies required for the position and their weighting
Classification
Position type
Functional
role type
organizational competency model
set up process
Determine position and performance standards
Determine the calibration sample
Get sample data
Behavioral Incident Interviewing
Describe the three most successful and least successful things
Principle: What people say about their motivations and skills is unreliable; only their actual behavior in most critical events is trustworthy.
implement
Prepare
step
Introduction
Understand job responsibilities
Behavioral incident interview: STAR (reasons and circumstances, main tasks and goals, actions and opinions, results)
Finish
Data encoding
Advantages and Disadvantages
Data analysis and processing
Build models and validate models
application
Recruitment and employment
training and development
Assessment and motivation
Compensation and promotion
Core talent identification (high position value, high competency)
human resource planing
meaning
predict
Main job: Forecasting supply and demand
It must be adapted to the corporate strategy and carried out on the basis of the corporate development and business strategic planning.
Matching quantity, quality and structure
content
Forecasting the supply and demand of personnel during a specific period
Act accordingly to balance supply and demand
Starting from both quantity and quality aspects and matching the structure
main idea
necessity
Personnel and post correspondence
strategic
long term strategy
Integration
Overall business
procedural
Systematic thinking process
in principle
Understand company strategy
Understand the relevance to corporate strategy
Understand supervisor needs
Impact on goal achievement
Translate company goals into HR goals
Purpose
Adapt to environmental changes and reduce uncertainty
Provide long-term benefits to both organizations and individuals
Provide a basis for the organization to formulate specific policies and measures
It is the basis of human resource management
content
overall plan
Net demand (comparison and balance of demand and supply)
Overall framework, important principles and policy principles
Investment budget
Business planning: personnel supplement planning, staffing plan, personnel replacement and promotion plan, training and development plan, salary incentive plan, employee relations plan, retirement and dismissal plan.
Classification
by independence
Independent human resource planning
Subsidiary human resource planning
According to planning scope
overall
department
According to planned time
short term
medium term
long
significance
Contribute to the formulation of corporate development strategies (consider whether human resources can support the strategy)
Keep people stable
Waste/Inefficiency
Is there any talent that can be absorbed?
Personnel changes are delayed
Reduce labor costs, adjust personnel structure, and avoid waste
Guide other functions of human resources and provide basic information and basis
planning process
Preparation Phase
external environment information
internal environment information
Existing human resources information
Prediction stage
Demand: Estimate (change value) of the quantity, quality and structure of human resources required
Considerations
Corporate development strategy and business planning
Product and service needs
The workload of the position (whether it is full)
changes in production efficiency
method of prediction
subjective judgment method
The simplest prediction method
Experience and intuition: predictions from department heads, summarized and balanced by leaders
advantage
short term
small scale
The environment is stable and there is little turnover of personnel.
shortcoming
Managers need more experience (lower accuracy)
Parkinson's Law: When forecasting the human resource needs of the department, it will generally expand
Delphi method (expert prediction method)
advantage
Drawing on the opinions of many experts to avoid the one-sidedness of personal predictions
Conducted in an anonymous "back-to-back" manner to avoid following the herd
Adopting multiple rounds of predictions, the accuracy is higher
step
Precautions
No less than 30 people, extensive and authoritative
Improve questionnaire quality
Provide sufficient data and information
Gain support from experts and senior leaders
trend forecasting method
Analyze future trends and predict demand based on historical data
Scatter plot (least squares method)
Regression prediction method (multiple regression analysis: intercept random disturbance term)
subtopic
Ratio forecasting method
Based on analysis of individual employee productivity
Required human resources = future business volume / [current per capita production efficiency * (1 change rate of production efficiency)]
The rate of change R of production efficiency includes
R1 technological progress (increase coefficient)
Experience accumulation (increase coefficient)
Increasing age (social factors) (decreasing coefficient)
task analysis
supply
source
Internal (focus)
Current staff size and structure, staff turnover rate (internal and external), staff quality
External (less controllable)
External labor market, employment awareness, enterprise attractiveness (absolute and relative levels)
method of prediction
Skills list
Table reflecting employee work ability characteristics
Mainly serving: determination of promotion candidates, decision-making on job transfers, work allocation for special projects, training and career planning
Substitution method (personnel replacement)
Evaluate the current personnel situation of the company and judge the possibility of promotion or transfer
Human resources pool model
Forecasting internal supply based on forecasting internal personnel flows within the enterprise
For specific department positions
Future supply = number of existing people Number of incoming people – Number of outgoing people
Markov model
Net demand: supply and demand balance
possible outcomes
supply exceeds demand
• Permanent layoffs or layoffs of employees.
• Hiring freeze.
• Shorten employee hours, implement job sharing or lower employee wages
Damage to staff, balanced but fast
• Encourage employees to retire early.
• Enterprises expand their business scale or develop new growth points.
• Provide training for surplus employees and implement talent reserve
Supply is less than demand
• Hire people from outside, including rehiring retirees.
• Extend working hours and allow employees to work overtime.
• Outsourcing certain aspects of the business.
Fast balancing and easy to withdraw
• Reduce employee turnover rate, reduce employee turnover, and conduct internal deployment.
• Improve the productivity of existing employees.
Overall balance, but structural mismatch
Conduct internal relocation of personnel, including promotion, transfer, and demotion
Targeted and specialized training of personnel to enable them to work in vacant positions
Carry out personnel replacement, release those personnel that the enterprise does not need, and replace needed personnel to adjust the personnel structure
Supply and demand are basically equal in terms of quantity, quality and structure
Planning
evaluation stage
common difficulties
Planners are not recognized
Lack of strong support from senior management
overcomplicate
Neglect of interaction with other departments and lack of coordination from other department heads
Ignoring integration with corporate planning
Preferring quantitative or qualitative planning methods
There are technical traps in blindly following HRP technology.
manage
Selection and recruitment
composition
recruit
Purpose: Attract job candidates
Salary System
career opportunities, promotions
Organizational occupational safety and security
company reputation
Selection
Pick the most suitable person
Recruit
Purpose
Ensure the balance between supply and demand of human resources in the organization
Effective ways to establish organizational image and publicize externally
Reduce the likelihood of employees resigning in the short term (turnover
Fulfill corporate social responsibility
Basic work, human resources is the core competitiveness
Influencing factors
external
internal
Corporate image
Recruitment budget
corporate policy
in principle
Choose people based on circumstances
Energy level correspondence
Have both ability and political integrity
Employers’ strengths
It is better to lack than to overdo
program
Determine recruitment needs: quantity and quality (qualifications and competencies
Develop a recruitment plan
scale
Pyramid model: It depends on the stage of recruitment and recruitment of the company, and the proportion of those who pass each stage
scope
time
Time loss data method: The key to recruitment is the interval between your decision points
Budget
recruit
source
internal
Promotion, job transfer/rotation, demotion
Methods: job announcements, file records
Measures: promotion, internal open recruitment, temporary staff becoming regular
external
Most important: competitors and other companies in the same industry
Methods: Internet, announcements, outbound recruitment, intermediaries, recommendations, network recommendations (important positions)
new type
Talent leasing, recruitment outsourcing, shared employees
method
Data recovery
Initial screening
Selection
The most technical one, selecting the right people to fill the job vacancies needed by the company: Job Matching
tool
interview
introduction stage
Main topic stage
closing stage
(Avoid premature decisions in a short period of time)
Evaluation Center
Standardized assessment of individuals based on multiple sources of information (both verbal and nonverbal behaviors
technology
File Box Quiz for Appraisal Managers
The subjects processed and reported various documents as leaders.
Case analysis, poor interaction
Leaderless group discussion
Examine abilities and attributes in interpersonal interactions
psychological test
work sample
knowledge test
scientific standards
reliability
test
Test-retest reliability: high cost
Replication reliability: high cost
split-half reliability
rater agreement
validity
Content Validity: Expert Judgment Test
Criterion-related validity (prediction test: generally adopt concurrent validity
General applicability (external validity
Recruit
effect evaluation
Cost-benefit: unit price = cost/number of applicants
time
quantity quality
performance management
performance
meaning
Based on work, behaviors and results outside work do not belong to performance
Relevant to organizational goals, directly related to the responsibilities and goals of the position
Includes both work behavior and work results
The most important meaning: Performance should also be the work behavior and work results displayed (two dimensions to analyze performance)
Features
polycausality
multidimensionality
Evaluate from the three dimensions of work performance, work ability and work attitude
Dynamic
It also determines the timeliness of performance
performance management
meaning
System for managing employee performance
The process of identifying, encouraging, measuring, evaluating, improving and rewarding employee performance
It is the process of creating mutual understanding between managers and employees
Responsibilities of all business managers
The core of the entire human resources management system, providing the basis for other modules
An important tool for business management
Throughout the entire enterprise management process
Purpose
strategic purpose
management purposes
development purpose
Targeted improvements and training
effect
▪ Help improve business performance
▪ Helps ensure employee behavior is consistent with corporate goals
▪ Helps improve employee satisfaction
▪ Contribute to the scientific rationality of other decisions in human resource management
performance management system
Performance plan (goal breakdown, job responsibilities)
Both parties need to participate and confirm (essentially an internal agreement)
Goal system
Performance content
project
performance
ability
manner
index
performance standards
Clarity, Moderation, Variability Principles
Assessment cycle
The nature of the position, the nature of the indicators, the nature of the standards
Preliminary planning for the other three aspects of performance management
tool
Key Performance Indicators KPI
Features: According to the strategy, it is decomposed layer by layer from top to bottom and supported layer by layer. (To establish an effective KPI system, you must first clarify the strategic orientation)
step
Identify key success areas
According to the company's strategy and strategic goals, use brainstorming method and fishbone diagram analysis
Have a significant impact on the achievement of strategic goals and market competitive position
Identify key performance elements
Analyze and refine the domain
Main content of the field, main activities to achieve success, measures and methods to ensure, measurement standards
Determine key performance indicators
Further refine it into specific indicators reflecting its characteristics, and screen out key indicators
The principles are effectiveness, importance (quantifiable) and actionability
Summarize and form a database of enterprise key performance indicators (database construction
balanced scorecard
Breakthrough Performance = Describe Strategy Measure Strategy Manage Strategy
Breakthrough performance = strategy map, balanced scorecard, strategy-focused organization
Performance evaluation methods; strategic management methods; corporate control tools
Pursue four kinds of balance
financial level
Improve cost structure Improve asset utilization Increase revenue opportunities Improve customer value
Internal Process
operations management Customer management innovation process regulations and society
customer
Product/service characteristics relation image
Learn and grow
human capital information capital organizational capital
Objectives and Key Results OKR
Target
key results
Performance follow-up (focusing on performance communication and performance coaching)
Choose the right leadership style
Ongoing performance communication: formal versus informal communication
Counseling and Consulting
Three main stages of consulting: identifying and understanding the problem, empowering, and providing resources
Gather performance information
Provide a basis for employee work standards
Misunderstandings about performance follow-up
✓Believe that the focus of performance management is planning and evaluation, and the intermediate process is for employees to master
✓Believe that performance management is to supervise and check the work of employees, and to always pay attention to employees
✓Think that keeping records is a waste of time.
performance appraisal
content
Ability to work
work performance
work attitude
The essential
▪ Determination of assessment objects: organization, department and employees
▪ Determination of assessment content: work ability, work attitude and work performance
▪ Determination of assessment subjects: superiors/colleagues/subordinates; employee/customer evaluations
▪ Selection of assessment methods (different objects have different assessment methods)
Misunderstanding
The reason for the failure of performance evaluation lies in the subjective error of the evaluator himself
performance feedback
✓Let employees understand managers’ expectations of them;
✓Raise difficulties and ask leaders for guidance and help;
✓Determine next performance plan and improvement points;
✓Play the role of connecting the past and the next
Strategy:
Contribution type: rewards, higher goals and requirements
Safe type: Focus on developing strict performance improvement plans
Assault type: strengthen communication, build trust, and improve work attitude
Degenerate type: Reaffirm the goal plan and clarify work goals (if not, fire)
Result: Employee Performance Improvement Plan
application
Improve
performance diagnosis
From knowledge, skills, attitudes and environment
from employees, supervisors and the environment
Develop employee performance improvement plans: Individual performance improvement plans Organizational performance improvement support
management decisions
subtopic
Salary management (salary system design)
Salary Overview
Meaning: direct and indirect economic income paid in recognition of employees’ work and services
Economic rewards among external rewards
Function
Compensation (labor paid)
Attract (good employees)
Motivation (Positivity)
Retention (good employees stay)
Payroll management
meaning
Determine the salary system, salary level, salary structure, and salary form
Carry out salary adjustment and salary control: measure and monitor total salary
Salary management must serve the company's business strategy and stimulate employees' work enthusiasm. Salary management is a series of processes
significance
Attract and retain great employees
Achieve employee motivation
Improve business performance
Create a good corporate culture (material foundation, reward orientation, fairness, guiding role for employees)
in principle
legality
fairness
external
internal
individual
timeliness
Economy
Dynamic
Influencing factors
outside the enterprise
⚫Laws, regulations and policies
⚫Price level
⚫The state of the labor market
⚫Salary status of other companies
Enterprise internal
⚫Enterprise business strategy
⚫The development stage of the enterprise
⚫Financial status of the company
Individual employees
⚫Employee’s position
⚫Employee capabilities and performance
⚫Employee’s working experience
Relationship to corporate strategy
basic decisions
Salary System
Position salary system: changes with position
Competency compensation system: changes with ability
Salary level
① Leading strategy (lead), that is, a strategy in which the salary level is higher than the market average.
② Matching strategy (match), that is, the salary level is consistent with the market average level.
③ Lagging strategy (lag), that is, the company’s salary level should be significantly lower than the market average
④ Hybrid strategy, which uses different strategies for different positions within the company.
Salary composition
Salary structure
Broadband structure: few pay grades and wide range of changes: suitable for skill-based wage systems
subtopic
narrowband structure
composition
basic salary
in principle
Internal fairness: achieved through job evaluation (determining the relative value of the position)
External fairness: Achieving it through salary surveys
system
Based on position
Competency based
step
Job Analysis→Job Evaluation
sorting method
Arrange tasks in order of difficulty or importance
Advantages: Simple and easy to understand/time saving
Disadvantages: Lack of objective evaluation criteria, only the order is known, and the value difference between them is not clear
Suitable for small scale, simple structure and few positions
taxonomy
Advantages: relatively simple, when there are many positions, it saves time than the sorting method
Disadvantages: It is difficult to establish a universal definition of job levels in practice; it is impossible to accurately measure the value gap between various positions
Factor comparison method (taking into account salary factors)
step
• Determine the elements of compensation (job responsibilities, job skills, effort, and working conditions).
• Select typical positions.
• Ranking typical positions multiple times according to each compensation factor, There are several remuneration elements, and corresponding sorting will be carried out several times.
• Determine the wage rates (and factor weights) for each compensation element for each typical position and rearrange typical positions accordingly
• (Compare the ranking results above) Eliminate unreasonable (different levels) typical positions.
• Determine pay levels for other positions.
Advantages: accurate and objective, able to minimize human factors; detailed step instructions Helps with operations and is easier to explain to employees.
Disadvantages: The operation is complex and time-consuming; each evaluation requires investigating the salary level of typical positions, which increases the evaluation cost.
Element counting method (commonly used)
step
Determine compensation elements (skill level, problem-solving abilities, and job responsibilities)
Sort and assign scores to sub-feature combinations within a feature
Assignment
Scores for skill level and job responsibilities are absolute values, while problem-solving ability is a percentage.
Assign weight (subjective evaluation)
Advantages: Quantitative method allows comparison between different positions; evaluation results are more accurate and easier for employees to accept; Not only can you compare the value between positions, but you can also measure the difference in value.
Disadvantages: Scale design is cumbersome and operation is time-consuming; The selection and weight of indicators will be affected by subjective factors
Salary survey
✓Select the positions to be investigated (typical positions, compare with job descriptions)
✓Determine the scope of the investigation (determined by the scope of recruitment)
✓Determine the items to be investigated (total compensation proportion of each component)
✓Conduct actual surveys (design questionnaires, salary and position information)
✓Analysis of survey results (average level of salary)
Create a salary curve
Internal and external fairness should be consistent
Market salary levels and evaluation points or salary points determined by serial levels should be distributed around the salary curve
Determine compensation strategy market positioning
Leading strategy (lead): higher than the market;
Matching strategy (match): consistent with the market;
Lagging strategy (lag): lower than the market.
Establish pay scale
step
Position level
Factors: Quantity, Policy
Principle: Reflect value differences
Highest and lowest value: Lowest value = mid-range value/(1 salary range/2) Highest value = lowest value * (1 salary range)
Level overlap: Determine the relationship between adjacent levels (the greater the overlap, the less promotion and salary increase)
overlapping pattern
engagement mode
split mode
salary range
Purpose: Simplify management work
Salary adjustment
Overall: changes in the macro environment
Individual: changes in personal circumstances
Variable pay (incentive pay, performance pay)
Influencing factors
Personally controllable
The more personally controllable it is, the more likely it is to be considered instrumental.
Personally uncontrollable
Based on employee performance
form
Piecework
Direct piece counting
differential piece rate
Working hours system
Standard working hours
differential working hours
Performance pay
personal
Performance pay adjustment
The cycle is generally one year
There will be fines for poor performance
performance bonus
one time bonus
Only rewards without punishment
The range of performance pay increases is limited by the salary range, but there is no limit on performance bonuses
Special Performance Recognition Program
Monthly/quarterly variable pay
group
Profit sharing: based on corporate performance
Revenue Sharing: Based on Revenue
Scanlon Plan
Project Lark
employee stock ownership
cash stock plan
stock futures plan
option plan
Indirect Compensation (Employee Benefits)
Based on organizational membership rather than employee labor status
Features
– Take the form of in-kind payment or deferred payment;
– It has a quasi-fixed cost nature and is not affected by individual performance;
–Equality: Except for special benefits, it will not be affected by the level;
– Collectiveness: collective buying
Advantage
– Flexible and diverse forms: meet the needs of different employees
– Health care properties: reduce employee dissatisfaction
– Tax benefits
–Effect of scale
question
– Insufficient motivation;
– Rigidity, once provided, difficult to cancel
Statutory benefits
• Statutory social insurance: pension insurance, medical insurance, maternity insurance, work-related injury insurance and unemployment insurance.
• Other welfare projects prescribed by local government (such as housing provident fund)
• Public holidays: at least one day per week
• Legal holidays
• Paid leave: more than one year, paid annual leave
autonomous welfare
Insurance
medical insurance
retire
development trend
Flexible benefits
• Additional flexible benefits: supplementary pension insurance
• Core plus optional flexible benefits: free choice of limits
• Flexible spending account: A certain amount of money is used as a welfare "spending account" and is not subject to personal income tax
• Welfare “package”: a combination of welfare items that cannot be freely chosen
• Selective flexible benefits: Provide several benefits for employees to choose from
training development
Introduction
basic theory
hypothetical theory of human nature
McGregor
Theory X
Theory Y
Super Theory Y
Schein
motivation theory
human resource management environment
external environment
Macro environment (PEST)
political law
Political factors (government management methods and policies) Impact human resource management by impacting entire enterprise systems
Political stability directly affects and even determines human resource management
Frequent fluctuations in political factors can lead to changes in human resource management activities
It will affect the effect and is not conducive to the development of the enterprise.
Legal factors (indirect effects)
Play a role in regulating and constraining corporate human resource management activities
economy
economic system
Differences in human resource management methods
Planned economy: government decision-making, enterprise execution
Market economy: The government no longer allocates human resources in a unified manner, leaving it up to enterprises to make their own decisions Functional and strategic work become the subject of human resource management
macroeconomic policy
Comprehensive national development strategy and industrial policy
National income distribution policy, price policy, material circulation policy
The level of economic development
Determine the future prospects of the company and affect human resource needs
Industrial structure
allocation structure
labor market conditions
Price changes (product category, competitive price index)
affect wage levels
cultural factors
Influence people's way of thinking and behavior
internal environment
Enterprise development strategy
maximum program
Top management's plans for profit that are consistent with the organization's mission and goals
business development cycle
Influence: