The overall method of fixing posts and personnel of private enterprises

You can refer to the library "Summary of the Methods of Fixing Posts and Fixing Numbers".

The principle and operation of fixed posts and fixed arrangements.

These two articles are more comprehensive and have methods, steps, and examples.

There are several main methods of fixing posts and fixing staff:

1) Analysis of departmental positioning and functional development planning. The functional development plan of the department is a long-term factor affecting the position and establishment, and it is necessary to consider that the setting of the post and establishment is not only to support the short-term business operation, but also to support the long-term development needs.

2) Job responsibilities, work structure and workload judgment. When the department increases the relevant functions and needs a special person to do it, it is necessary to add such a position; The analysis of the work structure is mainly to analyze the daily work and phased work in the 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. The process is different, and the position setting is also different. The difference between a series process and a parallel process is different from whether to set up one post or multiple posts. It is necessary to sort out and determine the process according to the nature of the work, and then set up the position.

4) Personnel competency and quality analysis. In the process of finalization, the quality of personnel is different, and the impact on the establishment is also great, when the workload is constant, the higher the ability of the post personnel, the fewer the number of people who need to be allocated, and vice versa. This is reflected in the efficiency of ordinary work, personnel ability is different, efficiency is naturally different, therefore, the factors that affect the establishment can usually be analyzed and judged from the two aspects of "efficiency" and "workload".

Of course, there are many methods of arrangement, such as labor efficiency method, equipment method, proportion coefficient method, business division of labor method, post method, interview method and budget control method, etc., enterprises should consider the nature of different departments and different positions when applying, and different methods need to be selected for different situations.

According to the amount of work and workload, the quota should be formulated first, and then the post can be fixed.

Hello, this question depends first of all on the stage of development of the enterprise and the industry in which it is located, as well as the size of the organization. These three factors are the primary factors that determine the fixed position and establishment of an enterprise. There is also the saying that the post is fixed first and then the staff, or that the post is fixed first and then the post is not fixed.

It is reasonable to do human resource planning first, determine the number and structure of personnel and the per capita contribution value of the enterprise, and on this basis, complete the establishment in the process of job determination through job analysis and workload and other limiting factors.

The key is to do human resource planning. There may be some information about it when you search online, but it is better to find a relatively experienced consulting company to communicate. You can also find us.

There is a principle that you can do without positions and responsibilities, and the growth process of an enterprise is also a process of organizational evolution and development. In this process, with the changes in the scale of the enterprise, the operating income of the business scope, and the competitive environment of the market position, all the work of an enterprise will become more and more complex and arduous, which is why there are many positions in some large enterprises that are not available to small and medium-sized enterprises. For example, salary and benefits managers, employee relations managers, etc.

For small and medium-sized enterprises, especially non-listed companies, there is no need to set up special positions, <>

Because the scale of the enterprise is small, the scope and difficulty of management are small, and it can be managed by the director of human resources of the enterprise, the manager and the specialist. Enterprises should adhere to the principle of being able to vacate posts and being responsible. Rather than requiring the enterprise to cover all aspects of job responsibilities, it is better to predict the factors that affect the operation and management of the enterprise in advance, and determine whether to set up a full-time position or manage it with a certain position according to the actual situation.

For less important and less influential functions, enterprises can transfer this function to more relevant positions to achieve the purpose of cost control and efficiency control.

Positions and staffing are based on: organizational maturity, job relevance, and work intensity. The more mature the organization, the higher the degree of specialization and the more detailed the position setting of its employees; On the contrary, the smaller the organization, the lower the degree of specialization of its employees, and there will be a large number of radishes with several pits, which is in line with the development law of the enterprise.

Otherwise, the job responsibilities with a high degree of relevance can be directly merged into one position; But at the same time, the work intensity can also be too high, otherwise employees can't afford it; Low work intensity will increase the cost of the enterprise, resulting in a situation where there is no water control for a long time. The most important thing is to establish the organizational structure of the enterprise before setting up posts and personnel. Second, assign responsibilities.

After the fixed number of posts and personnel, the number of personnel must be fixed. Responsibilities: There are two contents:

Department responsibilities and job responsibilities, i.e., clarifying the scope of work and responsibilities of departments and individuals; Personnel quota: On the basis of personnel quota, strictly follow the quantity and quality requirements of post personnel.

First of all, it is necessary to classify the positions of the enterprise, and secondly, comprehensively consider the rationality of the fixed posts and arrangements of various positions.

This is decided based on one's own personal performance, if the performance ability is better, and the job is relatively long, you can choose to be promoted, and you should also provide them with more opportunities.

The first is to determine a suitable job position for different people according to their work ability, and then according to their work efficiency, which also needs to improve their salary according to their work ability.

You can make a plan according to the needs of your own enterprise, and recruit some talents according to the plan, and adjust the plan in time.

First of all, a principle: you can be absent from the post, and the responsibility is indispensable.

The process of enterprise growth and expansion is also an organizational evolution and development process, in this process, with the change of enterprise scale, business scope, operating income, market position and competitive environment, the work of the enterprise will become increasingly complex and heavy, which is why there are many small and medium-sized enterprises in some large enterprises There are many positions that small and medium-sized enterprises do not have. For example, compensation and benefits managers, employee relations managers, etc. For small and medium-sized enterprises, especially non-listed companies, there is no need for special positions, because the scale of the enterprise is small, the scope and difficulty of management are also small, and they can be managed by the human resources director, manager and commissioner of the enterprise.

Enterprises should adhere to the principle of being absent from posts and indispensable responsibilities, not requiring enterprises to be comprehensive in determining job responsibilities, but to predict in advance the elements that will have an impact on the operation and management of the enterprise, and determine whether to set up a full-time position or be managed by a certain position in combination with the actual situation. For less important, less impactful functions, companies can shift that function to a more relevant role in order to control costs and efficiency.

The more mature the development of the organization, the higher the degree of specialization and division of labor of its employees, and the more detailed the position setting; On the contrary, the smaller the scale of the organization, the lower the degree of specialization of its employees, and there will be a large number of radishes and several pits, which is in line with the development law of the enterprise.

For the fixed position and fixed establishment of the enterprise, the most important thing to consider is the relevance and intensity of the work. Here's a simple and practical approach: according to the specialization, the job relevance between each position should be as low as possible, otherwise the job responsibilities with high relevance can be directly merged into one position; But at the same time, the work intensity can be too high, otherwise the employees will not be able to bear it; If the work intensity is too low, it will increase the cost of the enterprise, resulting in a situation where there are many dragons and no water.