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北京某集團人力資源管理
【案例背景】
該集團公司是以預拌混凝土產業為主,集建材、礦山、運輸、科工貿于一體的大型綜合施工企業,公司技術力量雄厚,掌握混凝土制造與施工的領先技術,擁有一支多年從事混凝土研究、施工與生產管理的技術骨干隊；擁有總資產達120億元，年產256萬立方米混凝土的股東企業。由于公司在短短的幾年內快速從一家攪拌站發展到四家攪拌站及七家子公司，公司在運營體系上難免出現管理滯后的問題，而集團管控中的人力資源管理體系的建立也就隨之提到日程上來。
【管理診斷】
1.集團總部的主要問題
⑴組織管理
集團總部各職能部門不能充分發揮其職能作用；主要表現在管理職能虛置，因人設崗，導致職能得不到落實，子公司經營能力和主動性大大弱化。同時，基礎工作薄弱，工作分析不夠，職位設置和職位等級設計不合理，導致職業發展管理、業績管理、薪酬管理缺乏依據，難以產生激勵作用。
⑵薪酬體系
總部的薪酬政策仍停留在國有企業體制年代，結構復雜，不能清晰簡便地表現出薪酬構成，體現不出競爭性和公平性。這種理念和機制制約著員工積極性的發揮，嚴重影響公司的發展。
⑶績效考評體系
公司有一定的績效評價基礎，但主要是針對生產型經營單位的考核，而對于總部職能部門和崗位的考評體系沒有建立起來，致使“努力與否對個人崗位獎金沒有影響”，強化了平均主義和大鍋飯意識，影響了優秀人員的積極性。
2.子公司的主要問題
⑴存在職能劃分不能代表所執行的行為，職能部分錯位，崗位分析不足，出現工作內容的重疊；
⑵采取的工資制度沿用經驗值的算法來確定員工的工資，沒有系統、科學的計酬體系和完備的薪酬制度；
⑶人才短缺、管理手段單一、人員流動頻繁、人才激勵沒有得到根本性解決；
⑷員工的責任感和歸屬感不強；
⑸管理人員的管理思想意識及技能水平的提升速度滯后于公司發展速度，管理水平及成長速度滯后于老板的管理思想。
【解決方案】
1.總部組織管理解決方案
梳理了組織結構和部門職能，重新進行了定崗、定編、定員，明確了崗位職責；優化了關鍵管理流程，使制度動態化、可視化，以便于理解和操作。
2.總部薪酬體系解決方案
在診斷分析和溝通的基礎上，確定了按勞分配、多勞多得，以崗定薪、崗動薪動，業績考核、績效聯酬薪酬原則，確保關鍵中層管理人員、高層管理人員的滿意度，總體薪酬水平處于行業中上位置。在崗位評價、薪酬調查和薪酬測算的基礎上，設計了薪酬改革方案。
3.總部績效考評體系解決方案
建立一套以集團戰略為導向，科學、簡單、實用的績效管理方案。就是通過對總部內部流程中的關鍵參數進行設置、取樣、計算、分析、衡量流程績效的一種目標式量化管理指標，解決針對集團總部職能部門和關鍵崗位的鍵業績指標體系，搭好績效考評結果與薪酬制度的接口。
4.子公司的解決方案
⑴通過前期的調研和分析，考慮并優化了組織結構、重新進行了定崗和崗位分析，對崗位定崗、崗位定編進行并細化了崗位說明書，進行進一步的調研，結合集團的發展戰略，對員工的基本工作內容、主要工作權利、素質要求、以及晉升方向做出了明確的闡述
⑵經過對崗位評價、薪金調研、薪金測算等一系列的活動，對原有的傳統的工資計提方式做了改善，結合市場的薪金情況做到對外有一定的競爭力以及對內的相對公平的薪金改革體系，進行了崗位評價和員工的素質評價，根據對員工的綜合評價，核定在整個薪酬體系中的位置，對于不同崗位的人員實行了不同比例的提成工資，提高了公司整體的固定工資，建立了10層級的工資級別，建立了員工對公司的信任感和歸屬感，也在這個行業中的薪金體制中首開先河。
⑶整體績效考核體系是用平衡記分卡的方法，考核目標是以集團戰略目標分解到子公司的目標為基準，將整體的戰略目標分解到每個部門，形成每一層級相互制約和相互企業去日常的考核是對根據長期以來公司形成的業務績效考核指標進行了完善，建立子公司的績效考核體系和績效考核手冊，以利于新時期的集團戰略目標的實現。
【客戶評價】
1.通過總部管理模式設計，確定了總部功能定位，優化了組織結構，明確了母子權責關系，建立了關鍵管理流程體系，強化了職位管理。
2.通過薪酬管理體系設計，貫徹了以崗定薪、按業績付酬的理念，體現了內部公平和外部競爭性，確保了關鍵員工的滿意度，促進了薪酬管理的規范化。
3.通過績效管理體系設計，填補了總部職能部門的考評空白，解決了考什么、怎么考、考評結果怎么應用三大問題。同時，通過績效管理體系的實施，使中高層管理人員發現、理解了集團經營管理中的問題和短板，提升了管理理念，明確了努力的方向和目標。
總體來說，貴公司咨詢師具備勤奮敬業的工作作風和深厚扎實的專業功底，對我公司的相關情況、行業背景及其它相關資料進行了充分的了解和細致的分析，制定出了一套系統的績效考核和薪酬管理方案，在實施過程中觸動和引導了員工觀念的轉變，使管理變革的阻力降到了最低限度，實現了預期的管理咨詢目標。
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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