——Build a scientific and reasonable rank promotion system to solve the problem of employee turnover
【Customer Industry】Aerospace
Problem type: Establishment of the rank system
【Customer Background】
An aerospace technology company is committed to independent innovation, R&D and production of aerospace equipment. At present, a number of systems and equipment developed by the company have reached the industry-leading level, and the technology is independent and controllable in important systems, and has also won wide recognition from the industry and customers. It has won many awards in the aerospace field, and has been rated as a national-level specialized and new "little giant" enterprise. After decades of development, the company has developed into an advanced enterprise in aerospace equipment manufacturing, the company has brought together a large number of technical personnel, high-quality talents, and laid a solid foundation for building an efficient scientific research and production system and customer service system.
With the continuous development of the company, employees are increasingly concerned about their career development prospects. However, everyone found that it is difficult to have development prospects in the company, and it is generally believed that whoever has a good relationship with the leader can be promoted, and there is no basis for promotion. At the same time, the poor promotion channel of professional and technical personnel has become another problem faced by the company. Many senior technicians have been senior engineers for many years, but there are no more opportunities for promotion, which leads to the loss of technical backbone within the company. In addition, there is a lack of training for new employees, who need to quickly adapt to the company's working environment and business needs, and master relevant skills and knowledge points after joining the company.
However, at present, the company does not provide an effective training and mentoring mechanism, which makes it easy for new employees to get lost and confused in the early stages of their work. Without a clear learning path and knowledge point guidance, it is difficult for newcomers to quickly integrate into the team and realize their due potential. In the face of this dilemma, the company's leaders decided to seek the assistance of a professional third party, Huaheng Zhixin, hoping that the experts and teachers of Huaheng Zhixin can provide solutions to help the company solve the problem of employee turnover and ensure the sustainable and stable development of the enterprise.
【Huaheng Zhixin Analysis and Interpretation】
After the start of the project, the project team of Beijing Huaheng Zhixin Human Resources Consulting Company conducted in-depth research on the enterprise, and learned that the company did not improve the standardized management foundation in time in the early stage of rapid development, and only established a promotion channel for the management sequence of employees, and did not optimize the basic rank evaluation standards and promotion process in a timely manner, and lacked supporting management data support. After investigation and analysis, the company currently has the following key problems:
First, the lack of scientific promotion channels, resulting in the difficulty of retaining employees
Through the interview with the project team, it was learned that the company currently lacks a scientific promotion channel, which makes it difficult for employees to stay in their posts for a long time. Because there is no direct correlation between doing projects and promotion, everyone simply does projects and gives remuneration and bonuses after the project is completed, which leads to employees having no sense of stability and not seeing the future development channel. At the same time, the company does not have a professional sequence promotion channel, only a management sequence channel. This has led to a massive loss of technical talent, and people feel that as long as the work can make money, they don't pay much attention to the long-term development of the company, and if the company is not profitable, they will leave. On the other hand, reserve talents cannot see the development prospects, and it is more difficult to train.
Second, the lack of reasonable evaluation standards and methods, resulting in the inability to allocate reasonable personnel according to the characteristics of the project
Through research, the project team learned that the company's previous projects were all contracted projects by superiors, which were large-scale, long-term, and profitable, so they were relatively arbitrary in terms of staffing. For example, a project may have ten senior staff, a configuration that would have been feasible in the past. However, with the changes in the market and the subdivision of project types, the project has become small and short-lived, and if you still allocate personnel at will, you may not be able to ensure cost control. However, the company did not establish reasonable evaluation criteria and methods for personnel capabilities to adapt to the new situation, so it was unable to distinguish between junior, intermediate and senior personnel. In this case, it becomes more difficult to staffing the project.
Third, there is a lack of practical experience in rank promotion, and the evaluation personnel are more casual
Through the interview, it was learned that the company has not formed a complete system in the specific practice of rank promotion. The work of evaluators often relies only on the performance and qualitative evaluation of personnel, and mainly focuses on the performance and completion of employees in the project, such as whether the project is completed on time. Although this qualitative evaluation can reflect the performance of employees in specific projects, it does not really understand the full ability and potential of employees. In the previous rank evaluation, it was often the crying child who had milk to eat, and after the department leader proposed it, the superior leader agreed to it, and there was no standardized evaluation process and links, which led to unfairness.
【Huaheng Zhixin Solution】
Through in-depth analysis and research, in response to the above problems, Huaheng Zhixin's consultant expert team proposed the following three solutions to help the group optimize the rank promotion system and support the improvement of enterprise management:
1. According to the type of position of the personnel, divide the promotion channel and sequence
In view of the lack of scientific promotion channels in the company, the Huaheng Zhixin project team divided different promotion channels and sequences within the company according to the type of position, and the project team took into account the ability requirements of employees, the company's strategic orientation, the difference in responsibility and the nature of the position, and established three major sequences, namely technical research and development personnel, functional management personnel and marketing personnel. This division allows employees of different job types to be promoted in a more targeted manner to meet their different career development needs. At the same time, in the sequence of technical R&D personnel, three sub-sequences are subdivided, including hardware personnel, software personnel and product personnel. This is a detailed division based on the different professional directions and competency requirements of technical R&D personnel, which helps to better evaluate and cultivate the professional competence of employees.
In addition to dividing different sequences, the Huaheng Zhixin project team also suggested that different evaluation methods and standards should be adopted for different channels and sequences. For example, in the sequence of technical R&D personnel, the evaluation may focus on technical ability and innovation ability, while in the sequence of functional managers, more attention is paid to their leadership and team management ability.
Through the introduction of such division and evaluation methods, the company can more effectively motivate the development motivation of employees and improve their work enthusiasm and satisfaction. At the same time, the company can also cultivate and select suitable talents in a more targeted manner, laying a solid foundation for the long-term development of the company.
2. Establish clear promotion standards and evaluation methods for each channel, and lay the foundation for subsequent selection and employment
In view of the company's lack of reasonable evaluation standards and methods, Huaheng Zhixin suggested that clear promotion standards and evaluation methods should be established for each channel. First of all, Huaheng Zhixin suggests that basic qualifications such as academic qualifications, working years, and majors should be used as threshold conditions. Only employees who meet these criteria are eligible for promotion. This ensures that the promoted employee has certain basic qualities and background knowledge.
Secondly, after meeting the threshold conditions, employees who want to be promoted need to be evaluated according to three aspects: knowledge and skills, ability and quality, and performance contribution. These aspects are important factors in evaluating whether an employee is suitable for promotion. In order to evaluate these three aspects, Huaheng Zhixin proposed the use of a point system. Employees are awarded points based on their performance in these areas. For example, in terms of skills, if the employee's skills are not proficient enough and the operation is not standardized, then 2 points can be given; if the employee's skills can basically meet the requirements and the operation is basically standardized, 3 points can be given; if the employee's skills are more proficient, can work independently, and continuously improve, 4 points can be awarded; if the employee's skills are very proficient, can work independently, and can put forward effective improvement suggestions, can solve problems independently, then 5 points.
Through these methods, the foundation for the future selection and appointment of personnel has been laid. Through the evaluation of the points system, it is possible to have a clear understanding of the abilities and levels of employees, so that the right personnel can be better assigned to different types of projects. This helps to optimize resource allocation and improve productivity. On the other hand, the refinement of various promotion elements is conducive to cultivating reserve talents, and new employees can determine their goals and promotion plans by looking at these skill requirements and performance requirements after they join the company.
3. Provide specific process guidance to ensure the implementation of rank optimization
In view of the company's lack of practical experience in rank promotion, the project team has formulated practical process guidance and systematic documents. These guidance documents detail the specific procedures, requirements, and evaluation criteria for rank promotion, so that companies can clearly understand the conditions and steps required for promotion.
In the specific promotion process, the project team proposed different levels of evaluation methods. For junior and intermediate employees, self-evaluation is mainly adopted, supplemented by departmental decision-making. The purpose of this is to make employees more aware of their own capabilities and performance, and to enable departments to grasp the actual situation of employees, so that they can make decisions and reduce administrative costs. For employees above the intermediate level, the project team recommends the introduction of an expert committee for evaluation. The purpose of this is to grasp key talents and ensure the objectivity and fairness of the evaluation. When selecting the members of the professional committee, the project team emphasized the importance of professional background and experience, personal evaluation ability and quality to ensure that they have the ability to comprehensively and accurately evaluate the abilities of employees.
In the specific evaluation process, the project team also developed a corresponding tool table, clarifying the voting method (scoring or voting), scoring rules and on-site evaluation process. The creation of these tool sheets can help judges more accurately evaluate the overall ability and performance of employees. The members of the Huaheng Zhixin project team also directly participated in the specific evaluation work. Adhering to the principles of impartiality and objectivity, we formed a professional committee with other judges and participated in the judging process. In this way, it can not only provide more practical experience, but also ensure the fairness and authority of the evaluation.
By providing specific process guidance, the company is able to ensure the smooth implementation of the rank optimization work. Employees can have a clearer understanding of the conditions and steps for promotion, so that they can improve their abilities and performance in a more targeted manner. At the same time, the introduction of expert committee evaluation can also ensure the objectivity and fairness of the evaluation, and provide an important basis for the company to make reasonable promotion decisions.
【Huaheng Zhixin Summary】
The construction of the rank promotion system is one of the advanced tasks of human resource management. The imperfect promotion system will not only bring the problem of personnel loss, but also affect the overall development of the enterprise. In this project, with the change of the nature of the company's project, the company's operation and management have not adapted to the change, resulting in low enthusiasm of personnel, and the lack of rank promotion system is the fuse that triggers the company's inability to retain talents, for example, the lack of scientific promotion channels, reasonable evaluation standards and methods, and practical experience to support the landing. In response to these problems, the project team of Huaheng Zhixin proposed to divide the promotion channels and sequences according to the types of personnel, establish clear promotion standards and evaluation methods for each channel, and provide specific process guidance to ensure the implementation of rank optimization.
In the process of carrying out basic management norms for a long time, Beijing Huaheng Zhixin Human Resources Consulting Co., Ltd. has established tool models such as "6T management diagnosis model", "three-level five-role evaluation" and "human resource management PCMM evaluation system" after solid theoretical research and practical experience, which has solved the problems of human resource management in many companies and has been highly recognized by customers for many times.
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