Human Resource Management

Author: Fu Xiakian
Publisher:
Publish Date: 2003-08-01
Features:
II. Principles for Developing Human Resource Plans
When developing human resource plans, it is essential to adhere to the following three principles.
1. Fully Consider Changes in Internal and External Environments
Human resource plans can truly serve organizational development goals only by fully accounting for changes in internal and external environments. In enterprises, internal changes primarily refer to variations in sales, development, corporate development strategies, and employee turnover; external changes include shifts in social consumer markets, government policies on human resources, and supply-demand dynamics in the talent market. To better adapt to these changes, human resource plans should predict potential scenarios and conduct risk analysis, preferably with contingency strategies to address risks.
2. Ensure Human Resource Security for the Company
The security of human resources is the core issue that human resource plans should address. This includes forecasting personnel inflow and outflow, predicting internal mobility, analyzing the supply of social human resources, and conducting cost-benefit analyses of personnel mobility. Only by effectively securing the company's human resource supply can deeper levels of human resource management and development be achieved.
3. Achieve Long-Term Benefits for Both the Company and Employees
Human resource plans are not only for the company but also for employees. The development of the company and employees is interdependent and mutually reinforcing. If only the company's development needs are considered while neglecting employee development, the achievement of organizational goals may be compromised. An excellent human resource plan must be one that brings long-term benefits to both the company and employees, and one that facilitates the shared development of both.
III. Content of Human Resource Plans
From a content perspective, a company's human resource plan can be divided into strategic and tactical plans. Strategic plans outline the principles and objectives of human resource management, while tactical plans focus on the implementation plans and operational steps for specific tasks. A comprehensive human resource plan should include the following aspects.
1. General Plan
The general human resource plan elaborates on the overall principles, policies, and objectives of the human resource plan.
2. Position Structure Plan
The position structure plan details the company's organizational structure, position settings, position descriptions, and qualification requirements.
3. Personnel Allocation Plan
The personnel allocation plan outlines the number of personnel for each position, personnel transfers, and the number of vacant positions.
4. Personnel Demand Plan
Based on the general plan, position structure plan, and personnel allocation plan, the personnel demand plan can be derived. The demand plan should specify the position names, required personnel numbers, and desired onboarding times.
5. Personnel Supply Plan
The personnel supply plan is a countermeasure plan for the personnel demand plan, detailing methods of personnel supply, internal mobility policies, external mobility policies, sources of personnel acquisition, and implementation plans.
6. Training and Development Plan
The training and development plan includes training needs, content, formats, and assessment methods.
7. Human Resource Management Policy Adjustment Plan
The human resource management policy adjustment plan clarifies the reasons for policy adjustments, steps, and scope during the planning period.
8. Investment Budget
The investment budget refers to the cost budget for the aforementioned plans.
IV. Development Trends in Human Resource Plans
Currently, human resource plans are evolving toward flexibility, efficiency, usability, and short-term focus. This is manifested in the following ways:
(1) To ensure the practicality and effectiveness of human resource plans, greater emphasis will be placed on elaborating key aspects.
(2) For long-term human resource plans, there is a tendency to clarify and detail key aspects, refining them into concrete, actionable plans. preferably with defined responsibilities, requirements, and evaluation strategies.
(3) Due to the accelerated cycles of human resource market and corporate development, companies are more inclined to focus on annual and short-term human resource plans.
(4) Human resource plans will place greater emphasis on data analysis and quantitative assessments of key aspects, with clearly defined scopes.
Human Resource Forecasting
In some cases, vacant positions in an organization may not be filled by suitable candidates from within the company. In such situations, many small businesses may not make any prior preparations and only attempt to find replacements once the positions become vacant. However, for large enterprises, it is essential to conduct appropriate personnel forecasting and planning. Like any good plan, personnel planning should be based on certain fundamental assumptions about the future. The purpose of personnel forecasting is to determine these assumptions. If an organization is developing a personnel demand plan, it typically needs to create three sets of forecasts: one for personnel demand, one for external candidate supply, and one for internal candidate supply. Thus, forecasting is an analysis of future environments.
Human resource forecasting refers to the assumptions about the human resource situation within a certain period based on the company's evaluation and predictions. Human resource forecasting can be divided into human resource demand forecasting and human resource supply forecasting. Demand forecasting involves estimating the number and types of employees required to achieve specific goals, while supply forecasting determines whether the company can ensure employees have the necessary skills and where they will come from. Human resource forecasting is based on the company's current human resource status and the human resource environment in the market. Therefore, when conducting human resource forecasting, it is essential to analyze the following issues:
(1) The role of the company's human resource policies in stabilizing employees.
(2) The supply-demand status and development trends of human resources in the market.
(3) Human resource policies of other companies in the same industry.
(4) The human resource status of other companies in the same industry.
(5) The development trends and human resource demand trends in the industry.
(6) The supply trends of human resources in the industry.
(7) The employee turnover rate and reasons in the company.
(8) The career development status of employees in the company.
(9) The job satisfaction of employees in the company.