Survey of the human resources situation of subsidiaries 10

In several ways:

1. Materials: Require all departments within the original company to provide previous reports (including business, finance, service, personnel, etc.), synthesize what they know from other aspects, compare and browse one by one, and draw a preliminary judgment;

2. Talk: talk to the heads of various departments or key employees of the subsidiary one by one to understand the history, current situation, original target plan, etc., including employee dynamics;

3. Visit: that is, visit, to understand key information such as employees, business, and finance in real time;

It's hard to be a manager, it's even harder to be a good manager, and I'm just talking about it here, hoping it will help you.

Simple. Take a look in person, do a simple, survey about the current customer or product, the purpose is not to investigate, but to look at people, it is to do HR, hehe, do not contact people, what is HR? What does the boss want you to do?

Nothing to be afraid of.

Very simple. 1. If you are an airborne soldier and no one in the subsidiary knows you, you can disguise yourself as an ordinary employee to find out. Show your identity at the right time.

2. If the subsidiary knows you, cancel the first plan. Directly ask the head of human resources of the subsidiary to prepare a detailed personnel report.

By the way: this question you asked, very unprofessional! I have to criticize you. Do you really understand human resources? I'm skeptical.

Don't be afraid to do anything else, do what you are supposed to do. Look at the problem more attentively. I would like to say one more thing here: "When you ask this question, I know that you are not a good leader, and you are not a good person to deal with problems." ”

In fact, this is a very worthy question, people who have not experienced it will ask such a question, everyone in our management community will consider it, good management methods in life, in practice, in our country, foreign human resources control has reached maturity, and we are still in the practice stage. The group has been perfect in terms of comprehensiveness, subsidiaries need to adapt to local customs, that is, regional cultural differences, he needs each manager to consider again and again when investing, human resources talent attraction, control, maintenance, training, deepening and other systems must be established, can not immediately take the group's various regulations to implement, which is very dangerous, may lead to unadaptation. If there are any other questions, they will be discussed separately.

Is it graduation** or something else?

You can put all the personnel power in the hands of the headquarters, look at the number and scale of the branches, whether the HR workload of the headquarters can bear it, and if it can't bear it, the HR itself needs to make some appropriate reforms.

The advantage is that the headquarters can manage and guide the branch more transparently, and have a clearer understanding of the evaluation and work of each employee.

The disadvantage is that the headquarters always has something that they don't understand about the situation of the branch, and it is very likely that the decision made without authorization is not suitable for the situation of the branch, and the headquarters directly intervenes in the personnel power, and the authority of the branch leader will be greatly damaged, and the instructions for skipping the level will occur more frequently, which is also very detrimental to the long-term development of the company.

Of course, there are pros and cons to everything, and as long as you prepare in advance, you can minimize the disadvantages.

Hope it helps.

It depends on what your group company is mainly engaged in. In fact, the human resources department should be closer to the other departments in the work and be able to manage them as a whole. If the situation of the subsidiary is similar and the main technology is more or less the same, then it is feasible, the benefits are to optimize the management process, establish a more effective reward and punishment system, strengthen management, and reduce the cost of the human resources department.

However, if your company's subsidiaries need to coordinate at many levels, and the competency requirements of each position are different and differentiated, it is ......

It can be written according to the human resources management measures of the head office, and then improve and supplement them in combination with the actual specific situation of the branch, and the management methods of the subsidiaries should uniformly abide by the management methods of the branches, so as to maintain the consistency of the management system from top to bottom, and the management methods play a management effect.

The positioning of the human resources department of the group company:

1. Policy Center.

All human resources, and human resources related marginal policy introduction, system design, process design, or the headquarters of the human resources department is the leader, if it is some marginal work, other departments also cooperate, at least you must be an active participant, first of all, a policy center, if you want to become a policy center, at least you have to understand, each group company, each industry some basic characteristics and key success factors, so this to the group company, The human resource management worker presents a great challenge, he must become an expert in the operation of the group, which is not the same as a single company.

2. Management center.

In addition to the role of the policy center, the human resources department of the group company also plays the role of a management center.

The so-called management center is the operation of each subsidiary, their specific human resources, and your parent company, to manage their specific operation, in other words, you are the management of management, it runs under the system you designed, and then you run on them in the process, some similar items that can be merged, prompting them to merge together, some resources that can be shared, and promote their sharing, including some major rules, some high-voltage line settings, such some deployment work, so that you must become, One admin center.

3. Service center.

Finally, it will become a service center, which is definitely not a simple sense, to be a nanny for the subsidiary, but a high-end service.

The so-called high-end service, that is, the service subsidiary can not make mistakes, for example, Haier's Haier School of Management, which undertakes the headhunting function of the entire Haier Group, this kind of first-class service, often has a characteristic, the subsidiary can not do it, or the subsidiary does it at too high a cost, or the skill can not be reached, and the parent company will bear it.

Recruitment, personnel training, personnel adjustment, salary issues, and many more, you can go to the job responsibilities on the Shanghai Talent Network to find out.

It's recruitment, and there's the issue of salary.

On the premise of not violating the rules and articles of association of the parent company, the subsidiary may formulate some detailed systems required for the management of the subsidiary itself, but from the perspective of the corporate structure, the approval of the parent company is still required before it can take effect.