In many management and consulting practices, we will find that many enterprises will be plagued by such management problems, for example, the decision-making of enterprise employment often relies on intuition and personal recruitment experience, due to the lack of effective standards and methods, and even the phenomenon of "testing people", resulting in a recruitment success rate of less than 50%. Or after careful inspection, the company decided to expand the new project, and only after the preliminary preparation was completed did it find that there was no suitable person to continue to carry out the new project, and the previous achievements were abandoned. The mismatch between human resources and positions and the lack of talent preparation have gradually become the bottleneck of many fast-growing companies.
Enterprises should be clearly aware of what kind of capabilities, knowledge, skills employees should have, in the process of employee work, enterprises should clearly tell employees the behavior that the company expects employees to achieve, and finally, then manage the performance output of employees, so as to form a management cycle. This is where the systematization and effectiveness of the qualification system lies, and it also shows how important a suitable qualification system is for enterprises.
The qualification system is to start from the perspective of competence, classify the ability of employees, standardize the training and selection of employees with the qualification standard system, establish employee career development channels, guide employees to continuously learn, and also provide an important basis for human resources work such as promotion and salary. At present, in the process of establishing a qualification management system, enterprises generally have the following problems:
(1) The establishment of the qualification system lacks uniformity and systematization.
The establishment of the qualification system is a complex and delicate "project", which requires enterprises to be able to carry out unified planning and systematic design. The establishment of the qualification system should promote the establishment of the corresponding incentive system, and may even involve the readjustment of the organizational structure of the enterprise, and the individual departments often cannot complete these adjustments independently. Therefore, the establishment of the qualification system is a company-level work, and it is necessary to plan uniformly. Otherwise, the difference in the qualification system at the corporate level and the department level will lead to the final result being doubled and the problem of enterprise management will be increased.
In addition, the establishment of a qualification system should be conducive to the business cooperation between positions and provide more space for personnel deployment. Only when the uniformity and systematization are satisfied, the establishment of the qualification system can be conducive to breaking the differences in the employment of the department, implementing unified talent management standards, and is conducive to the improvement of the employees' own ability and the improvement of job adaptability.
(2) Lack of experience in job classification and stratification when establishing the qualification system.
The division of positions is a very important task in the process of establishing the qualification system, which will directly affect the effectiveness and adaptability of the qualification system. The division of job families includes two aspects: job classification and job stratification. Job classification refers to the identification and classification of different positions with the same nature of work and similar ability. Position stratification refers to the hierarchical division of different job categories according to the requirements of enterprise strategy for talents, as well as the complexity of the work difficulty and ability requirements of different job categories. The classification and stratification of positions must follow six principles: the principle of close integration with work, the principle of adapting to the development requirements of the company, the principle of unified classification, the principle of obvious differentiation, the principle of two-way development of vertical rise and horizontal flow, and the principle of highlighting key areas.
Only by following the relevant principles can the division of position families have a basis and the desired results can be obtained. The stratification of the position family must first consider the requirements of the strategy for talents, carry out strategic planning, and clarify what aspects of talents the enterprise needs and what level of talents are needed. The division of job levels should also consider the difference in job ability, the position category with complex job ability, and the division of the level may be a little more, such as research and development. Job categories with relatively simple job capabilities can be divided into a little less, such as logistics. At the same time, the stratification of job categories should also reflect the principle of obvious differentiation, and there should be significant differences between layers, that is to say, the qualification standards of different levels should be different, so as to facilitate the management of job qualifications and the design of the salary system. In order to allow employees to have enough room for promotion, some companies often artificially divide the rank levels into more, so that the difference between the layers is not large, and the differences in the corresponding incentive systems are relatively small, resulting in a decline in the attractiveness of the qualification system.
(3) The eligibility criteria lack adaptability and operability.
The qualification criteria are composed of three parts: professional ability, experience and contribution, and the requirements of employees at different levels in these three aspects are different. Eligibility criteria define what employees at each level should do, what they can do, and how far they can do it. Qualification standards are the basis of the qualification management system, and the establishment of qualification standards that are both in line with the actual situation of the company and have a certain forward-looking attitude is the key to the success of the qualification management system. Inappropriate standards will bring great difficulties to the assessment of job qualifications, making the qualification assessment work a form, often turning qualifications into a manifestation of seniority, rather than a symbol of ability.
When establishing qualification criteria, companies often have:
(1) The definition of the standard is not clear. In general, professional ability is difficult to clearly define, professional ability refers to the ability required to engage in a specific occupation of the work or task, its scope is broader than the general ability, professional ability should include knowledge, skills, affection, attitude four aspects of the field. Among them, skills and affection are implicit and difficult to define. Therefore, when refining the qualification level standard, the skill is often defined very generally. Such a definition would be inconvenient for future eligibility assessments.
(2) The standard does not conform to the actual situation of the enterprise. In the process of establishing the qualification level standards, some enterprises copy the qualification level standards of some industry-leading enterprises or relatively large enterprises, resulting in the qualification standards completely divorced from the actual situation of the enterprise, and the result is that in the qualification assessment process, it is found that most employees cannot meet the standards, so they have to give up the qualification assessment work and give up halfway.
(4) The qualification management system lacks the support of the incentive system.
The qualification management system and the career development plan of employees are closely linked, and different qualification levels often represent different stages of employees' career development. The needs of employees at different stages of development are different, and the corresponding incentives should also be different. Enterprises must design a systematic incentive mechanism to guide employees to work hard and develop in the direction expected by the enterprise to achieve "incentive compatibility". The lack and distortion of the incentive mechanism will lead to the failure of the qualification management system.
In the construction of the corresponding incentive system, there are mainly the following problems:
(1) The difference in material incentives for different job qualification levels is not obvious, and employees can hardly taste the "sweetness" of the rise in job qualification levels, thereby objectively reducing the attractiveness of the job qualification system.
(2) The uneven distribution of non-material incentives such as rights is inclined to the management channel, resulting in a decline in the attractiveness of the professional channel and the distortion of the career development path of employees.
(3) The transparency of incentive policies is low, and appropriate transparency can reduce unnecessary speculation of employees, thereby increasing the attractiveness of professional channels.
(4) Incentive measures and methods need to be further enriched and systematized. The concept of incentive system is very extensive, salary is only one aspect of it, but also opportunities, authority, medical security, equity, dividends and other incentives. An effective incentive system must be combined with various incentive methods according to different incentive objects to meet the needs of the incentive objects.
In short, the establishment of a suitable qualification system is an important human resource management practice for enterprises, which is of great significance for achieving corporate strategic goals and achieving the common development of enterprises and individual employees. Among them, unified and systematic planning is the premise of the success of the qualification management system, reasonable division of positions is the basis for the success of the qualification management system, determining the qualification level standards that meet the actual situation of the enterprise is the key to the success of the qualification management system, and the effective incentive system is the guarantee for the success of the qualification management system.
Establishing a suitable qualification management system can comprehensively and accurately define the requirements of the position for employees, and provide the basis for matching people and jobs. At the same time, it also lays the foundation for the career development channel of employees, the succession plan of managers, and the training and development of employees. The management practice of many enterprises shows that the establishment and implementation of an appropriate qualification system can better provide a foundation for the development of enterprises.