What are job creation and quotas?

Question 1: What do you mean? Staffing is completed in the department organization chart:

Post-fixing: it is to determine the post according to the company's current development scale and short-term development goals. Take the human resources department as an example: there are two positions, 1 manager and 1 personnel specialist. The company will conduct performance appraisal from next month, which requires an increase of 65,438+0 performance appraisal specialists. This is job creation.

Quotation: After the quota is completed, the quota will be determined as 1 or 2 according to the work tasks and scope of the department.

I hope I can help you.

Question 2: What do you mean by quotas and posts? When to set posts and personnel is a basic work in enterprise post management. It involves the implementation of business objectives, the matching of the ability and quantity of employees, thus affecting the reduction of operating costs and the improvement of efficiency. In the era of planned economy in China, posts and quotas were undertaken by relevant state departments. With the increasingly fierce market competition, the establishment of posts and personnel has become an important part of the enterprise's own management. Fixed posts and personnel allocation is a basic work of enterprise post management. Post-fixing: it refers to defining the positions needed by enterprises (organizations); Quota: refers to defining the number of individuals suitable for the development of enterprises (organizations).

Question 3: What are staffing posts and posts? Fixed posts and personnel allocation is a basic work in enterprise post management. It involves the implementation of business objectives, the matching of the ability and quantity of employees, thus affecting the reduction of operating costs and the improvement of efficiency. In the era of planned economy in China, posts and quotas were undertaken by relevant state departments. With the increasingly fierce market competition, the establishment of posts and personnel has become an important part of the enterprise's own management. Fixed posts and personnel allocation is a basic work of enterprise post management. Post-fixing: it refers to defining the positions needed by enterprises (organizations); Quota: refers to defining the number of individuals suitable for the development of enterprises (organizations).

The establishment of posts and personnel is an ongoing issue. It has no fixed model, but each enterprise uses different methods in different periods according to its own situation.

Quota includes the quota here. The so-called quota is to allocate the quantity and quality of all kinds of personnel to certain posts by adopting certain procedures and scientific methods. Quota is a scientific standard for employing people. It requires that according to the business direction and scale of the enterprise at that time, the number of all kinds of personnel must be stipulated in a certain period and under certain technical conditions, in line with the principle of streamlining institutions, saving personnel and improving work efficiency. The problem it wants to solve is what kind of personnel and how many people are equipped in each position of the enterprise.

2 working principles

Strategic direction

Emphasize the organic connection between post, organization and process. Guided by enterprise strategy, and coordinated with the speed and efficiency of improvement process. And have a clear post and articles of association.

because of the present situation

Emphasize the adaptability of the post to the future. On the one hand, we must take the actual situation of the post as the basis and fully consider the basic conditions for giving full play to the value of the post. On the other hand, we should also give full consideration to the changes in the internal and external environment of the organization, organizational change and process reengineering, and working methods.

Posts and staffing

The impact and requirements of a series of changes such as transformation on the post.

Work-centered

Emphasize the organic integration of people and work. Fully consider the professional quality and personal characteristics of the incumbent; It reflects the adaptability of people and posts, handles the contradiction between good people and posts, and realizes the dynamic coordination and organic integration of people and posts.

Take analysis as a means.

Emphasize the systematic thinking of post value chain. It is not only a simple list of responsibilities, tasks, performance standards, qualifications and other elements, but also a systematic reflection on the role that each link in the post value chain should play on the basis of analysis. Including the contribution of this position to the organization, the internal relationship with other positions, the position and role in the process, the interaction and restriction of its internal elements, etc.

3 implementation requirements

The most important thing is to establish the organizational structure of the enterprise before establishing posts and personnel, and then assign responsibilities. After the posts and personnel are fixed, it is necessary to set responsibilities, posts, personnel and personnel.

Fixed responsibilities: including departmental responsibilities and post responsibilities, that is, defining the work scope and responsibilities of departments and individuals; Quota: On the basis of quota, we will provide qualified personnel for each post in the enterprise in strict accordance with the quality requirements of quota and post.

Quotation is the difficulty of enterprise post management, and the difficulty lies in the understanding and understanding of the actual work situation and needs of the department; The difficulty is that it is easy to fall into such a misunderstanding: due to the lack of theoretical methods, we can only "slap our heads" when designing and compiling.

4 Enterprise development

The basic basis for creating employment opportunities and staffing is the development strategy or business objectives of the enterprise itself. What kind of strategic goals an enterprise should achieve in a specific period constitutes the center of all its work, including job creation and staffing. If the strategic goal of an enterprise is unclear or there is no strategic goal at all, all the work in the enterprise will lose its direction and foundation, including the setting of posts and personnel. This seems to be a very simple truth, but in practical work, we will often encounter similar situations: the business objectives of enterprises are unclear, or clear but unscientific, in which case, posts and personnel can not be fixed. Barely speaking, it is also unconvincing.

The purpose of post and staffing is to achieve a reasonable match between "people, posts and things", so as to achieve the goal of "giving full play to people's talents". The most important thing here is to understand the "things" that enterprises should do first. With a work goal, then you need the corresponding posts and people to do it. Of course, the strategic goal of an enterprise, that is, the determination of "things", is not a simple question, it must involve a series of internal and external factors of the enterprise, such as economic environment, market competition, technological changes, customer demand and so on. Understanding the strategic objectives of an enterprise is the premise of its development.

5 workflow

After the strategic goal is clear, it does not mean that the setting of posts and personnel can be carried out automatically. The specific design of post and staffing needs to straighten out the workflow first. Before, we discussed "people, posts, ...";

Question 4: The definition of positions and the allocation of personnel are an ongoing issue. It has no fixed model, but each enterprise uses different methods in different periods according to its own situation. Quota includes the quota here. The so-called quota is to allocate the quantity and quality of all kinds of personnel to certain posts by adopting certain procedures and scientific methods. Quota is a scientific standard for employing people. It requires that according to the business direction and scale of the enterprise at that time, the number of all kinds of personnel must be stipulated in a certain period and under certain technical conditions, in line with the principle of streamlining institutions, saving personnel and improving work efficiency. The problem it wants to solve is what kind of personnel and how many people are equipped in each position of the enterprise.

Question 5: How to carry out quota allocation is the basic work of human resource management, the premise of quota allocation and salary allocation, and also the most complicated thing. Considering that what we are talking about here is how to set up posts, not how to set up departments, we will focus on how to set up posts and personnel under the premise that departments have been set up. The basic idea of America is: one principle and three foundations.

One principle:

That is, the principle that posts can not be set up and responsibilities are indispensable. The growth process of an enterprise is also the evolution and development process of an organization. In this process, with the continuous changes of enterprise scale, business scope, operating income, market position and competitive environment, the work of enterprises will become increasingly complex and arduous, which can well explain why there are many positions that SMEs do not have in some large enterprises, such as salary and welfare managers and employee relations managers. These positions (functions) are almost unnecessary for small and medium-sized enterprises, especially non-listed companies, because they are small in scale and the scope and difficulty of management are small, and can be managed by human resources directors/managers/commissioners.

The principle that posts are indispensable and responsibilities are indispensable does not require enterprises to cover all responsibilities, but to predict the factors that have an impact on enterprise management in advance, and then determine whether to set up full-time posts or be managed by a certain post in combination with the actual situation. For less important and less influential functions, from the perspective of cost control and efficiency, the simplest method is to transfer the function to a position with strong correlation.

Three bases:

That is, according to organizational maturity, job relevance and job intensity. The more mature the organization is, the higher the degree of specialization of its employees/posts and the more detailed the post setting; On the contrary, the smaller the organization, the lower the degree of specialization of its employees/positions, and a large number of "a radish with several pits" will appear, which is completely in line with the law of enterprise development.

For the setting of posts or the division and distribution of responsibilities, the most important things to consider are job relevance and job intensity. A simple and practical method is: according to the professional division of labor, the job correlation between posts should be as small as possible, otherwise, the job responsibilities with high correlation can be directly merged into one post; However, the work intensity should not be too high, otherwise, the employees can't bear it, and the work intensity is too low, which will not only increase the cost, but also lead to the situation that "the dragon will not control the water". However, there are many factors that affect the work intensity, among which the most important ones are the quality and skills of employees, workflow, work content and information level. Therefore, the evaluation of work intensity needs to be analyzed from multiple angles, and it is not scientific to simply think that employees are busy or work overtime for many times/for a long time.

Question 6: What do you mean by fixed posts? Fixed posts refer to the posts that design institutions focus on undertaking specific work.

In practical work, posts and staffing are inseparable. When a position is determined, the concepts of quantity and quality of people will automatically come into being. Some enterprises have also raised the issue of personnel quality related to the allocation of personnel and posts, which is called "allocation of personnel". "Fixed number" and "fixed number of posts" are collectively called "three decisions".

The principle of setting up posts according to events:

Setting posts should not only focus on the reality of the enterprise, but also focus on the development of the enterprise. We should define posts according to the scope of responsibilities of all departments of the enterprise, and we should not set up posts because of people; Posts and people should be set and configured, and they cannot be reversed.

Standardization principle:

Professional titles and responsibilities should be standardized. The job specification of enterprise mental work should not be too detailed, and innovation should be emphasized.

Principles of integration and division:

Under the overall planning of the enterprise organization, it is necessary to realize the clear division of posts, and make effective synthesis on the basis of the division of labor, so that the responsibilities of each post are clear and synchronized between the top, bottom, left and right, so as to maximize the efficiency of the enterprise.

Principle of minimum number of posts:

We should not only consider saving labor costs to the greatest extent, but also shorten the information transmission time between posts as much as possible, reduce the "filtering" effect, and improve the combat effectiveness and regular competitiveness of the organization.

The principle of suitable personnel:

According to the requirements of the post for the quality of personnel, select the corresponding staff and arrange them in the appropriate post.

Question 7: How to do a good job in setting posts and staffing The so-called staffing refers to the restriction on the number of personnel in order to meet the actual needs of production.

Staffing includes three levels: enterprise staffing, department staffing and group staffing.

First, the distribution method

1, forward allocation

In other words, the number of employees in the enterprise is determined first, then it is decomposed into departmental quotas, and then it is implemented to the specific number of employees in each group.

2. Reverse allocation

Firstly, the staffing of the team is carried out, then the department personnel are summarized, and finally the total staffing of the enterprise is obtained.

Generally, the number of production personnel is determined first, then the ratio of management personnel and non-production personnel to production personnel is determined, and finally the number of non-production personnel and management personnel is determined.

Second, the main points of staffing

According to the per capita output value of the same industry, determine the control range of enterprise staffing;

Considering the equipment status and production requirements of the enterprise, set the number of production personnel;

After determining the total number of production personnel, assign personnel to each workshop and each working procedure;

Distribution of personnel types in each workshop;

According to the number of production personnel, determine the number of auxiliary personnel serving production (that is, general non-production personnel);

Determine the number of managers;

Need to consider the total wage input and per capita wage of enterprises;

We should consider the delivery time requirements of products;

We should consider the fluctuation of enterprise production;

To consider the production balance between processes;

Need to consider the personnel reserve of important process links;

The organizational structure of an enterprise has a great influence on the number of managers.

Third, how to realize the full allocation of personnel under the principle of "fixing production by machine"

The so-called "production by machine" refers to the full allocation of personnel and timely supply of materials, so as to maximize the utilization rate of equipment, and then achieve the maximum production capacity of equipment.

(1) equipment decision

When configuring the whole equipment of the production line, we should pay attention to the balance of production capacity of equipment in each process;

Equipment must be kept in good working condition;

Different processes and production requirements should be equipped with different levels of equipment;

Reasonable selection of equipment performance, to ensure that product quality meets the design requirements, as far as possible to reduce equipment costs;

When you encounter a job that can be done by equipment or by hand, you should make a reasonable choice;

Ensure the supply of semi-finished products and materials so that the equipment will not stop;

Ensure the supply of equipment consumables, accessories, tools and molds;

It is necessary to make records of equipment working conditions and output statistics, and evaluate the performance correctly;

Pay attention to and constantly adjust equipment changes in time; Constantly improve;

The continuous upgrading of equipment is a necessary prerequisite for pursuing higher "equipment production capacity".

② Personnel decision-making.

Correctly set the daily working hours of equipment (that is, one shift or two shifts) to improve the utilization rate of equipment;

Seriously study the staffing to achieve the best staffing;

It is necessary to fully allocate personnel, especially the allocation of auxiliary workers and handymen, to ensure that the equipment reaches the best running state and the highest efficiency;

It is necessary to continuously train operators' skills so that more and better mechanical operators can make up and adjust positions at any time;

Management should be strengthened so that every employee can fully understand his responsibilities and have good professional ethics;

Implement strict staffing to ensure the number of personnel and prevent waste of personnel;

Carry out "personnel fixing posts", clarify the specific operation essentials of equipment, the post responsibilities and task division of equipment operators, and strictly prohibit the occurrence of string posts;

Combine the equipment output with the operator's salary, and the rewards and punishments are clear.

Question 8: What are the methods for enterprises to set posts and personnel? There are mainly the following methods: (1) Analyze the orientation of the department and the functional development plan. Departmental function development planning is a long-term factor affecting posts and staffing. We should not only consider supporting short-term business operations, but also consider post setting and staffing to support long-term development needs. (2) Job responsibilities, work structure and workload determination. Different job responsibilities have different job settings and staffing. When a department increases related functions and needs specialized personnel to do it, it needs to increase such posts. The analysis of work structure is mainly to analyze the daily work and stage work in post work to see whether the post setting is reasonable, whether the post setting basis is sufficient and whether the work intensity is reasonable; The analysis of workload is to better measure labor productivity and labor costs. (3) Process analysis. Different processes have different job settings. The series process is different from the parallel process, and it is also different to consider setting up one post or multiple posts. It is necessary to sort out the determination process according to the nature of the work before setting the post. (4) Analysis of personnel's ability and quality. In the process of staffing, the difference of personnel quality has a great influence on staffing. When the workload is fixed, the higher the ability of the post personnel, the less personnel need to be deployed, and vice versa. This is reflected in the efficiency of daily work, and the efficiency is naturally different with different personnel abilities. Therefore, the factors affecting distribution can usually be analyzed and judged from two aspects: "efficiency" and "workload". Of course, there are many distribution methods, such as labor efficiency distribution method, equipment distribution method, proportional coefficient method, division distribution method, post distribution method, interview method and budget control method. Enterprises should consider the nature of different departments and positions when applying, and need to choose different methods according to different situations.

Question 9: How to do a good job in job creation and staffing Hello, I am an analyst of Huaheng Zhixin, and I have many years of professional consulting experience in job creation and staffing. The purpose of job placement and staffing is to achieve a reasonable match of "people, posts and things". Scientific and reasonable post setting and staffing need to be based on the strategic development goals and business model of the enterprise. At present, the mainstream methods include benchmarking, competency-based analysis, team task-based analysis, key position analysis and process analysis.

To realize the "matching between people and posts", we need to go through three steps: knowing posts, knowing people and matching. First of all, "knowing the post" needs to carry out job analysis, optimize the workflow, and clarify the job name, job task, job responsibility, job relationship and working environment. Second, "knowing people" can analyze and evaluate people's ability and quality by using the "competency" model. Third, on the basis of understanding the positions and people, we should match the positions and complete the setting of positions and people.

If we want to streamline the organization, we must first clarify the responsibilities of each post and the cooperative relationship between posts, and streamline it on the basis of ensuring the smooth development of the work; After the job responsibilities are clear, the number of people can be determined, and the ability and quality of employees need to be evaluated for job matching, which corresponds to the job responsibilities. If there are problems in post and personnel setting, you can also consult a professional human resources consulting company. I hope the above information can help you.

Question 10: The implementation of posts and personnel quotas requires that before posts and personnel quotas are established, the most important thing is to establish the organizational structure of the enterprise and then allocate responsibilities. After the posts and personnel are fixed, the personnel need to be fixed, that is, assigning responsibilities, fixing posts and personnel. Fixed responsibilities: including departmental responsibilities and post responsibilities, that is, defining the work scope and responsibilities of departments and individuals; Quota: On the basis of quota, we will provide qualified personnel for each post in the enterprise in strict accordance with the quality requirements of quota and post. Quotation is the difficulty of enterprise post management, and the difficulty lies in the understanding and understanding of the actual work situation and needs of the department; The difficulty is that it is easy to fall into such a misunderstanding: due to the lack of theoretical methods, we can only "slap our heads" when designing and compiling.