HR case study questions, about HR case study questions

The first case shows that the company has developed very well, the system is very sound in all aspects, and the organizational structure has basically been stable, but the career planning of employees is still not good. Regardless of Mr. Li's contributions to the company, it can be seen from his resignation that the senior management of the company did not attach great importance to the career planning of the company's personnel. First, staff need to have a clear career development route and ability development. Another point is that the company needs to pay attention to the high-level needs of employees, pay attention to the entrepreneurial ideals of employees, and establish a good entrepreneurial environment for them within the enterprise or group.

In the final analysis, the reason for this case is a lack of career planning. After all, Mr. Li already has enough experience to develop branches or subsidiaries for the company in the long run.

In the second case, the reason is that the enterprise does not pay attention to human resource management at all, and does not regard this management as strategic management. Because of this, there is no HR department in important meetings, which also raises a series of problems, such as a decline in employee satisfaction. Therefore, the crux of this case is that human resource management is not paid attention to.

Human resources management is a dynamic and constantly advancing management model, if the company's senior managers do not have a certain understanding of human resources, the position of human resources managers is more embarrassing. At present, human resource management has been developed in various industries.

It has been a matter since ancient times that Chinese do not attach importance to human resources.

Two aspects: 1. It is very important for the enterprise itself to attach importance to human resources. There is no doubt that there is no way to highlight the importance of human resources in a company that completely ignores them.

2. The professional ability and overall view of human resources practitioners are more important. No position is optional, especially for many highly specialized jobs. Human resources is one of them, when you feel forgotten, can you ask yourself, if you are put in the center of the enterprise, in the spotlight, can you calmly deal with it, can you solve real problems?

To improve one's own professional ability and overall outlook, the value is not only discovered by others, but also needs to be cultivated by oneself.

1. The salient features of the company's work analysis are: Experts will participate in the guidance of work analysis, and accurately combine it with real work, and modify the deficiencies and loopholes in the work analysis in a timely manner according to actual problems.

2. The company's work analysis is in place. But it is only an analysis of the work at the internal level. It is manifested in the participation of internal engineers and feedback from on-site personnel.

In this way, the company's development can be met in the short term. But as a long-term thing, it is advisable to introduce new analytical ideas in order to solve the problem of disconnection between internal management and externality.

There are problems:1High turnover rate. 2.Incentives are not in place. 3.The sales management positions and systems are not sound. 4.The company's CEO has a superficial understanding of how to manage sales personnel.

Solution: According to the functions and business volume of the sales department, the department position design is carried out. The positions and responsibilities are as follows:

Sales Manager: 1 person, responsible for the overall work of the department.

Deputy manager of the sales department: 2-3 people, according to the business volume increase or decrease. In charge of a part of the market area, fully responsible for the region.

Business Supervisor: Responsible for customer management and market development in a certain region. The backbone employees of the sales department should be retained for a long time. In the off-season, do some customer relationship maintenance and other work. And can train salesmen.

Salesman: The specific task of the executive supervisor is recruited in the form of seasonal workers.

Internal staff: responsible for the department's administrative logistics, statistics and other work, and serve the supervisor.

1. Failure to understand the specific job functions and nature of the work of the vice president, and the quality requirements and personal ability requirements of the vice president himself.

2. Introverted, did not become an intermediate communication bridge between the president and the internal staff and situation of the hospital, the dean is a business expert, mainly the specific affairs within the hospital, the vice president B to start the coordination and intermediate role 3 The position is determined to need the right talent, the consideration of the post is measured in many aspects, and the emotional intelligence of some positions is greater than the requirements of IQ.

How can there be a standard answer to the question of whether you are a student or a teacher?

Manpower BAI

The resource department is the management department of the human resources du, and through the case dao on zhi, I personally found that there are several back problems:

1. Human resources can organize recruitment and conduct the preliminary review of recruitment, because of the professional skills and knowledge of the position applied for by the candidates, the personnel commissioner does not have the ability to judge the job skills. Therefore, the personnel specialist can only conduct a preliminary examination of the applicant's basic quality, professional ethics, work experience and academic qualifications, and the job skills need to be re-examined by the head of the employing department or relevant personnel.

2. There is a problem with the onboarding process. There is no onboarding, and the whole onboarding process is messy. There is no process and system.

3. Human resource reserves and strategies must be based on the company's business development and financial plan for staffing and post budgeting. Before doing human resource planning, it is necessary to analyze the current organizational structure (because the company has just completed the merger work) and adjust it to ensure that the departmental positions are clear, and secondly, it is necessary to analyze the current establishment to ensure that there is no surplus of personnel and positions. On this basis, the allocation of sales and R&D technology departments is carried out according to business needs.

4. The company's merger and merger actions, human resources have not made any adjustments to the corporate culture and process positions after the merger. There was no communication with personnel.