Human resource management policy of Jiangsu deshunxiang Electric Company
1 people this idea:
1.1 company as a source of competitiveness for enterprises, according to the development strategy and competitive requirements of the development of the core skills and expertise of staff. Adhere to the great cause of the people, attractive treatment, excellent cultural cohesion, create conditions for the achievement of people, so that employees are always in a state of activation.
1.2 companies advocate "people-oriented management", but must be "scientific management (one is to quantify, two is strictly, three is controlled)" as the premise; scientific management to human management is a process, can not be beyond.
Five 2 mechanisms of human resource management:
2.1 incentive mechanism
Companies to promote positive incentive and negative incentive combining principle, the negative incentive of accountability and discipline management means supplemented by, through material encouragement, spiritual motivation, work motivation, opportunity incentive power incentives such as management incentive based.
2.2 distribution mechanism
] companies not only to comply with the law of value, but also consider the industry characteristics (high risk and high investment, Gao Liyi); distribution mechanism to comply with fair and justice, on the other hand to follow according to the distribution of performance, according to the responsibility distribution and distribution according to ability principle.
The value distribution of the company include: basic salary, post salary, performance pay and benefits (executives with benefit bonus).
2.3 evaluation mechanism
The evaluation method of the company value is mainly vertical, and the horizontal assessment is supplemented; the content should be mainly based on the results of the quantitative indicators, supplemented by the process index (the key process is not only heavy, but also emphasizes the process). Performance goals to establish the source in the strategic target and job responsibility, to senior managers stressed outcome indicators, to grassroots managers should pay attention to the behavior process and for junior staff to strengthen the quantitative indicators; performance appraisal rating results and strive to conform to normal distribution, also with employees and promotion linked.
2.4 employing mechanism
The company pursues the merit criteria, to Germany for the first principle, here only refers to morality, diligence, can.
The standard of talents: loyalty, diligence, attention, breakthrough, innovation, performance. |
The working standard: high standard, high tempo, high strength, high pressure, high efficiency. |
] the company's managers should be good at discovery and promotion of outstanding talent; selecting, training, employing, to keep people is the direct responsibility of managers at all levels.
] better than others learn faster, continuous improvement and innovation, the courage to self denial, dare to challenge the limits, continue to create outstanding performance of employees is the company's outstanding talents. Manpower allocation to achieve complementary advantages, reasonable structure, form resultant force; talent selection do not demand perfection, to encourage more achievements, allowed to make mistakes, but does not allow to make the same mistake; establish competitive mount guard and elimination system, the reactive power is. No, nothing big with pride, they should be discouraging, as employees should be dismissed.
2.5 responsibility mechanism
] company management responsibility is based on the purposes and objectives of the company subordinates work actively and managers is department (team) the first responsible person. Managers have three major responsibilities: the first is duty responsibility; second is to guide, support, monitoring the responsibility of the effective work of staff; third is to encourage and help the growth of the responsibility of subordinates.
] the company's responsibility mechanism is: on the basis of equality between the powers and duties of the exercise of power and take full responsibility for the resulting.
The staff should bear the responsibility of self development and self management.
3 recruitment:
The company's operating staff to emphasize the actual operation skills and professionalism, professional and management personnel to pay attention to the quality of the individual; the company focus on education, but not the only degree; recognize the experience, but not the only experience. New recruits to the overall level of the employees is slightly higher than the current work needed, and according to the development strategy of appropriate talent reserve, enter the number of moderate liberal. Non main new recruits to the overall level of staff to meet the needs of the current work is accurate, enter the number of tight, in order to control the cost of human resource.
4 new and old integration:
To advocate the sincere communication and cooperation between the new and old employees, to the overall interests of the enterprise and the development of the enterprise as a whole. New employees to recognize the contribution of the old staff, learning the experience and professionalism, as soon as possible into the company culture; older employees to give full play to the exemplary role, to a broad mind, concerned about the attitude of enthusiasm, support, help and guidance to new employees to and from new employees absorb advantages, continue to improve and go beyond the self.
5 human resources management and control model: regulatory type.
