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培训案例

                                       北京某集团人力资源管理
【案例背景】
    该集团公司是以预拌混凝土产业为主,集建材、矿山、运输、科工贸于一体的大型综合施工企业,公司技术力量雄厚,掌握混凝土制造与施工的领先技术,拥有一支多年从事混凝土研究、施工与生产管理的技术骨干队;拥有总资产达120亿元,年产256万立方米混凝土的股东企业。由于公司在短短的几年内快速从一家搅拌站发展到四家搅拌站及七家子公司,公司在运营体系上难免出现管理滞后的问题,而集团管控中的人力资源管理体系的建立也就随之提到日程上来。

【管理诊断】
    1.集团总部的主要问题
    ⑴组织管理
    集团总部各职能部门不能充分发挥其职能作用;主要表现在管理职能虚置,因人设岗,导致职能得不到落实,子公司经营能力和主动性大大弱化。同时,基础工作薄弱,工作分析不够,职位设置和职位等级设计不合理,导致职业发展管理、业绩管理、薪酬管理缺乏依据,难以产生激励作用。
    ⑵薪酬体系
    总部的薪酬政策仍停留在国有企业体制年代,结构复杂,不能清晰简便地表现出薪酬构成,体现不出竞争性和公平性。这种理念和机制制约着员工积极性的发挥,严重影响公司的发展。
    ⑶绩效考评体系
    公司有一定的绩效评价基础,但主要是针对生产型经营单位的考核,而对于总部职能部门和岗位的考评体系没有建立起来,致使“努力与否对个人岗位奖金没有影响”,强化了平均主义和大锅饭意识,影响了优秀人员的积极性。
    2.子公司的主要问题
    ⑴存在职能划分不能代表所执行的行为,职能部分错位,岗位分析不足,出现工作内容的重叠;
    ⑵采取的工资制度沿用经验值的算法来确定员工的工资,没有系统、科学的计酬体系和完备的薪酬制度;
    ⑶人才短缺、管理手段单一、人员流动频繁、人才激励没有得到根本性解决;
    ⑷员工的责任感和归属感不强;
    ⑸管理人员的管理思想意识及技能水平的提升速度滞后于公司发展速度,管理水平及成长速度滞后于老板的管理思想。

【解决方案】
   1.总部组织管理解决方案
    梳理了组织结构和部门职能,重新进行了定岗、定编、定员,明确了岗位职责;优化了关键管理流程,使制度动态化、可视化,以便于理解和操作。
    2.总部薪酬体系解决方案
    在诊断分析和沟通的基础上,确定了按劳分配、多劳多得,以岗定薪、岗动薪动,业绩考核、绩效联酬薪酬原则,确保关键中层管理人员、高层管理人员的满意度,总体薪酬水平处于行业中上位置。在岗位评价、薪酬调查和薪酬测算的基础上,设计了薪酬改革方案。
    3.总部绩效考评体系解决方案
    建立一套以集团战略为导向,科学、简单、实用的绩效管理方案。就是通过对总部内部流程中的关键参数进行设置、取样、计算、分析、衡量流程绩效的一种目标式量化管理指标,解决针对集团总部职能部门和关键岗位的键业绩指标体系,搭好绩效考评结果与薪酬制度的接口。
    4.子公司的解决方案
    ⑴通过前期的调研和分析,考虑并优化了组织结构、重新进行了定岗和岗位分析,对岗位定岗、岗位定编进行并细化了岗位说明书,进行进一步的调研,结合集团的发展战略,对员工的基本工作内容、主要工作权利、素质要求、以及晋升方向做出了明确的阐述
    ⑵经过对岗位评价、薪金调研、薪金测算等一系列的活动,对原有的传统的工资计提方式做了改善,结合市场的薪金情况做到对外有一定的竞争力以及对内的相对公平的薪金改革体系,进行了岗位评价和员工的素质评价,根据对员工的综合评价,核定在整个薪酬体系中的位置,对于不同岗位的人员实行了不同比例的提成工资,提高了公司整体的固定工资,建立了10层级的工资级别,建立了员工对公司的信任感和归属感,也在这个行业中的薪金体制中首开先河。
    ⑶整体绩效考核体系是用平衡记分卡的方法,考核目标是以集团战略目标分解到子公司的目标为基准,将整体的战略目标分解到每个部门,形成每一层级相互制约和相互企业去日常的考核是对根据长期以来公司形成的业务绩效考核指标进行了完善,建立子公司的绩效考核体系和绩效考核手册,以利于新时期的集团战略目标的实现。
【客户评价】
    1.通过总部管理模式设计,确定了总部功能定位,优化了组织结构,明确了母子权责关系,建立了关键管理流程体系,强化了职位管理。
    2.通过薪酬管理体系设计,贯彻了以岗定薪、按业绩付酬的理念,体现了内部公平和外部竞争性,确保了关键员工的满意度,促进了薪酬管理的规范化。
    3.通过绩效管理体系设计,填补了总部职能部门的考评空白,解决了考什么、怎么考、考评结果怎么应用三大问题。同时,通过绩效管理体系的实施,使中高层管理人员发现、理解了集团经营管理中的问题和短板,提升了管理理念,明确了努力的方向和目标。
    总体来说,贵公司咨询师具备勤奋敬业的工作作风和深厚扎实的专业功底,对我公司的相关情况、行业背景及其它相关资料进行了充分的了解和细致的分析,制定出了一套系统的绩效考核和薪酬管理方案,在实施过程中触动和引导了员工观念的转变,使管理变革的阻力降到了最低限度,实现了预期的管理咨询目标。

 

 

Training cases


A group of human resource management


The case background.
The group company with premixed concrete industry, building materials, mining, transportation and trade in one large comprehensive construction enterprises, the company technical force is abundant, grasps the concrete construction of manufacturing and technology, has a lead in concrete research, production and management of construction technology backbone, With a total asset of 1.2 billion Yuan, annual 256 million cubic meters of concrete enterprise. Shareholders' Because of the company in a few short years from a rapid development of mixing station to four subsidiary company, company and seven in operation system appears unavoidably management problems, while the control group to establish the system of human resource management and then mention agenda.
The diagnosis of management.
1 group headquarters
1 organization management
Group headquarters departments can give full play to its function, Major in management function, because of the person She Gang false, function, subsidiary operation can greatly weakened capacity and initiative. At the same time, the work is weak, job analysis and position, position, cause unreasonable level design career management, performance management, compensation management, which lacks stimulation.
2 salary system
The headquarters of the policy of salary remains in state-owned enterprises, the system structure is complex, not clear simple showing salary construction, competitive and fairness. This concept and mechanism restricts the employee, the serious influence initiative for the development of the company.
(3) Performance evaluation system
Company has certain performance evaluation, but is mainly for the production management unit, and for headquarters functions and post evaluation system, which has not yet been established for individual post or "hard effects", strengthen the prize not mean socialist consciousness, meritocracy and excellent staff's enthusiasm.
2 the main problem. Subsidiary
1 there can represent the functions of behavior, functions, part of position analysis, working content of overlap,
2 take salary system used to determine the experience of employee wages algorithm, no system, scientific and complete the payment system of compensation system,
3 talent shortage, management, staff turnover, talent incentive not fundamentally solve,
4 the employee commitment and belonging not strong,
5 management personnel management ideology and the skill level of ascension lagging company development speed, the management level and the growth rate of management thought lags behind the boss.
The solution.
1 headquarters organization management solutions
The organizational structure and functions, the Ding Gang, allocation, officials said, clear responsibilities, Optimize the key management process, make system dynamic, visualization, in order to understand and operation.
2 headquarters salary system solutions
In the diagnosis and analysis on the basis of communication, distribution according to work, work hard, and shall pay to hillock, fixed salary Guangzhou metro. It performance assessment, performance rewards compensation principle, ensure al key middle managers, senior management personnel salary level of satisfaction and overall upper position in the industry. In the post assessment, and pay salary survey, based on the design of the salary reforms.
3 headquarters performance evaluation system solutions
Establish a set of strategic oriented, science group, simple, and practical performance management plan. Through the internal flow is the key parameters headquarters set, sampling, calculation, analysis and process performance measure of a kind of target type, according to index of quantitative management group headquarters functions and the key position of the key performance index system, build good performance evaluation result and compensation system interface.
4 subsidiary solutions
1 through the investigation and analysis, the organizational structure, and optimize the Ding Gang and position of Ding Gang posts, and the detailed and allocation of post job description, further investigation, combined with the development of the group, the basic strategy of employees working content and main work rights and quality requirements, and made clear the direction of promotion
2 after to post evaluation, salary survey, salary measure and so on a series of activities, the original traditional salary manner made improvement, combined with the market conditions have certain salary of competitiveness and the internal salary system reform of relatively fair, post evaluation of quality evaluation and employees, according to the comprehensive evaluation of employees in the whole compensation system, check and ratify the position for different positions, the workers of the different proportion pay commission, improve the company's overall fixed salary, wages, the level of 10 levels of the company established staff belonging, also trust and the salary system in this industry open.
3 overall performance evaluation system is the method with the balanced scorecard, appraisal target is decomposed into strategic target group for the datum of subsidiary, the integral goal of strategic objectives into each department, every level interdependent and enterprise to the daily inspection is to form long-term company according to the business performance evaluation indexes of the perfect, establish subsidiary of performance appraisal system and the performance of the new period, manual group strategic target realization.
The customer evaluation.
1 through headquarters management mode, the design of optimized function orientation, the headquarters of organizational structure, the relationship between the mothers, accrual key management process, strengthening the management system of position.
2 through the salary management system design, implement the fixed salary according to hillock, performance of compensation, reflects the internal fairness and external competitiveness, to ensure that the key employee satisfaction, promote the standardization of management compensation.
3 through the performance management system design, fills the blank of the evaluation function department headquarters, what and how to solve the test and examination results of three questions. How application At the same time, through the performance management system implementation, and makes the senior management personnel, understand the problems in the management of group and short board, promoted management concept, clear direction and goal.
Generally speaking, your company has professional consultants of the style of work and profound professional skills, solid company and other industry background and other relevant information of the full understanding and detailed analysis, develop a system of performance evaluation and salary management solutions, in the process of implementing touches and guide the change of the staff, management reform of resistance to a minimum, achieving the desired target management consulting.

 

 

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