Jinjiang Shoe Enterprises Fully Implement Lean Management Of Human Resources

The reporter was informed that in 2010 and October, chase time Footwear Co., Ltd., in cooperation with the boss Management Consulting Co., Ltd., implemented from six aspects.

"The cooperation with the boss is to make a comprehensive reform from the aspect of human resources, but reform is not only achieved by consulting companies unilaterally, but also requires the owners to have the determination and will to reform, and constantly solve some rebound phenomena that occur in the reform. Only by continuing, can we achieve our goals."

Ding Pingping, general manager of Chelsea Footwear Co., Ltd., said that the implementation of lean human resources is to pass the good governance structure down, and only by inheriting this thing can the following things be passed down from generation to generation.

From "rule by man" to "rule by law"

Zhang Zhihang, director of the human resource lean management reform, is telling reporters that the human resource lean management tailored to the time is mainly innovated in six aspects.

Because of the traditional management mode that has not been divorced from "rule by man" and "leapfrog management", the implementation of lean management of human resources is the first step for consulting companies to integrate existing human resources.

A comprehensive analysis and assessment of the existing human resources is carried out, and then the work of post merger and split up is rapidly carried out to reconfigure and optimize the integration in various posts.

Zhang Zhihang said that if some of the existing and worthless jobs were withdrawn, the management cadres should be reorganized and allocated so that the right people could do the right things. At the same time, face-to-face communication and guidance should be taken to encourage the existing staff to accept the new job arrangement smoothly.

Reporters learned that most of the current majority

Then, in the management and control mode, the consulting company also redesigns the organizational structure and post preparation for the current situation of the enterprise, and designs the organizational structure and post preparation for the future strategic development plan, taking full account of the management and control modes needed by enterprises at all stages of development, and gradually upgrading, so as to realize the institutionalized management instead of the traditional person management mode.

Establishing competency model

Build core team

In order to cope with the lack of employment, new recruitment methods have been adopted.

"We not only raise the remuneration standards of employees to the level of first-line brands, but also decompose the target of recruiting workers to managers at all levels, so that each department has the task. After guaranteeing the stability rate of 70% of the staff in each department, we use the incentive mechanism with more rewards and fewer penalties to let all departments participate in recruitment, so that the human resources department can become a recruitment organization rather than a recruiting main force."

Zhang Zhihang also said that in addition, we should increase the reward of recommending resources for all grass-roots employees, that is, the whole staff recruitment, and establish incentive mechanisms to encourage them to fully introduce human resources.

In addition, the company's talent echelon construction has been reformed.

On the basis of fully considering the different types of talents in different stages of development of enterprises, we have designed a gradual plan for talent echelon construction in the next five years, and gradually pushed forward the talent reserve plan. We should do a good job of "hematopoiesis" in internal training and development, and do a good job in introducing new jobs from outside.

Zhang Zhihang told reporters.

stay

In this regard, Ding Pingping said: "enterprises should clear standards of talent, through the quality model of this tool to clearly illustrate professional ability and core competencies, and then through talent audit and inventory to find out the gap between talents, to establish the required talent team.

If employees are not strong enough, it is difficult for enterprises to effectively implement strategies and compete with their competitors.

If employees' capabilities and organizational capabilities do not match, they will go farther and farther away from their destinations.

On the incentive mechanism, we will no longer carry out a unified whole staff incentive mode. We should thoroughly explore the needs of employees at different levels, carry out core refining, and tailor "package type" salary and welfare standards to employees at all levels, so as to facilitate their needs and do their best.