——From the perspective of human resources, how to reduce costs and increase efficiency of enterprises?
【Customer Industry】Engineering industry; State-owned enterprises
【Problem Type】Human Resources Reform; Reduce costs and increase efficiency
【Customer Background】
The main business scope of a state-owned engineering enterprise includes the design, installation and construction of road engineering; Design, manufacture and sales of road equipment, etc. With the continuous development of the company, it has become a well-known brand in local road engineering.
In the past, the company's business was largely outsourced, relying on other companies to do most of the work. However, with the continuous changes in the market environment and the needs of the company's strategic transformation, the company began to gradually take back its core business such as engineering management and on-site maintenance, and continued to expand its business scope. This transformation not only means that companies need to take on more business responsibilities, but also face the pressures and challenges of running a business. After the transformation, the government's financial support gradually weakened, which made it more necessary for the company to think about how to reduce costs and increase efficiency to ensure the company's steady development. The company's leadership began to pay attention to "cultivating internal strength" and "tapping potential inward", trying to cope with business pressure by controlling costs and improving efficiency. However, due to the lack of a solid foundation for internal management, the correct implementation of cost control and efficiency improvement has become a major problem.
In order to solve these problems, the company's leadership decided to invite a professional third-party organization - Huaheng Zhixin to cooperate after careful consideration. It is hoped that Huaheng Zhixin will carry out a comprehensive and in-depth reform of the company's existing human resources problems from the perspective of internal human resources. They hope that through Huaheng Zhixin's professional knowledge and experience, they can help the company reduce costs and increase efficiency, and enhance the company's competitiveness and market position.
【Problem Analysis】
After the cooperation between the two sides was reached, the expert project team of Huaheng Zhixin went deep into the company to conduct on-site research and communicate with leaders and employees at all levels. After careful understanding, summary and analysis, the project team found that the company's current problems in human resource management are mainly reflected in the following aspects:
First, there are problems of uneven busyness and unreasonable position setting within the company as a whole
Through the investigation, the project team found that the company's position setting was significantly unreasonable. This kind of irrationality is mainly reflected in two aspects: setting up posts according to people and one person and one post. Due to the situation of setting up posts, the establishment of some positions is not based on actual needs, but based on the ability or background of individual employees, which not only wastes valuable human resources, but also may lead to a reduction in work efficiency and difficulties in team collaboration. The one-person-one-post setup model makes many tasks that could have been done by one person split into multiple positions and assigned to different employees to perform. This not only increases management costs, but can also lead to poor cohesion between work, inefficient collaboration, and even mutual constraints.
In addition, there is a significant uneven busyness in the company's personnel. In the past, the company relied on outsourced personnel to perform tasks. As a result, for a period of time, most employees within the company do not seem to have much substantive work to do, resulting in a certain degree of waste of resources. However, when the company has an actual project to advance, the project personnel often need to take on a large number of work tasks, resulting in them being extremely busy; Employees in functional departments are relatively idle, and they don't have enough workload to fill their daily routines.
Second, there is a lack of talent training mechanism, and the ability of personnel cannot adapt to transformation and development
After in-depth investigation, the project team found that the company lacked a systematic talent training mechanism. In the past, the company relied heavily on outsourcing to do most of its work, resulting in a lack of necessary practice opportunities and room for growth for internal employees. However, as the company transformed, many of its core businesses began to be managed and operated by themselves. This makes it a sudden challenge for employees who were used to outsourcing their work.
Specifically, due to the relatively fixed work model in the past, many employees have formed a state of "lying flat" and lack the motivation to take the initiative to learn and improve. Suddenly, with the increase in business volume and the need for self-management, there was a huge gap between the capabilities of many employees and the new requirements. This not only affects the overall operational efficiency of the company, but can also lead to some critical operations not being executed effectively.
Third, the assessment can not open the gap, can not attract the attention of personnel
After in-depth interviews and research by the project team, it was learned that the company's current assessment mechanism has an obvious "big pot rice" phenomenon. Appraisal relies on the qualitative scoring of leaders, and when leaders conduct evaluations, they often give high marks to everyone for fear of offending others, resulting in appraisal results that do not truly reflect the performance differences between employees. The existence of this situation makes employees generally lack attention to the appraisal results. In addition, the company's current appraisal is not effectively linked with other management mechanisms, so employees generally believe that even if they fail to achieve the expected goals at work, or receive a low score in the appraisal, their actual benefits will not be greatly affected.
Fourth, there is a lack of human resource planning and a shortage of reserve talents
In the company's past history, human resource planning has not received enough attention as most of the work has been outsourced and the company's main goal has been focused on stable operations. In this case, the company's human resource management was relatively simple and did not encounter too many problems. However, as the company's transformation progressed, the lack of long-term human resource planning began to show its drawbacks.
After the transformation, the company's business direction, market positioning and development strategy have undergone significant changes, which requires the company to carry out more detailed and long-term planning of human resources. However, due to the inertial thinking and management model of the past, the company was not prepared for this. After the transformation, the company began to face a series of HR-related issues, such as whether the number of existing personnel is sufficient to support the new business, what kind of personnel should be trained, and whether the capabilities of the existing personnel can match the new business requirements.
【Huaheng Zhixin Solution】
After analyzing the current situation, the expert team of Huaheng Zhixin proposed solutions from a professional point of view, and reached a consensus with the company's leaders at all levels, put forward a solution mechanism in a hierarchical and classified manner, and provided landing support from a third-party perspective. The core solutions include the following:
1. Optimize the preparation, sort out job responsibilities, and improve work efficiency
In view of the company's unreasonable job setting and the uneven busyness of the company's employees, resulting in low work efficiency, Huaheng Zhixin provides scientific tools and methods to improve work efficiency.
In the process of job determination, Huaheng Zhixin provided the company with a series of analysis model tools, and conducted an in-depth analysis of job responsibilities from multiple dimensions such as workflow and value chain. Similar positions were merged to eliminate duplication of functions and improve work efficiency. At the same time, for the positions that do not meet the company's development strategy or business needs, the project team has reorganized and adjusted to ensure that each position can make a positive contribution to the company's development.
In the process of compilation, Huaheng Zhixin proposed a hierarchical classification method to improve the scientificity of compilation. For project personnel, detailed accounting is carried out according to the number of projects and the number of personnel required. For functional departments, the workload assessment method of daily, weekly, monthly, quarterly, and annual is introduced. The daily, weekly, monthly, quarterly, and annual routine work of various positions is refined in detail, and the time and frequency required for each job are accurately recorded. For exceptional work, the frequency of its occurrence and the time required were recorded. Depending on the probability of exceptional work, it is possible to flexibly choose the way to solve the problem by temporary hiring, support from other departments, coordination of resources mobilized by leaders, or allocation of them to daily work. For the technical department, the work saturation is mainly counted by analyzing the number of completed technical projects, the manpower and time invested, and the effectiveness of the results.
2. Establish a training system with one specialty and multiple abilities to improve the ability of personnel to adapt to a variety of positions
In view of the company's current talent training mechanism is insufficient, and the ability of employees is difficult to adapt to the company's transformation and development needs, Huaheng Zhixin proposed to establish a training model of "one specialty and multiple abilities". Through systematic training and practical opportunities, employees can not only deepen their knowledge and skills in their own professional fields, but also develop cross-domain skills and abilities, so as to improve their ability to adapt to a variety of positions.
The training system of "one specialty and multiple abilities" will include the following aspects: First, provide in-depth and systematic training and development opportunities for employees in their professional fields to ensure that they maintain leadership and competitiveness in their professional fields. Second, through cross-departmental and cross-domain projects and task assignments, employees have the opportunity to access and learn knowledge and skills in other fields and broaden their competency boundaries. In addition, specialized cross-training courses and seminars can be set up to encourage employee participation to facilitate communication and knowledge sharing between different fields.
Through the training system of "one specialty and multiple abilities", it can not only enhance the personal competitiveness of employees, make them more calm and confident in the face of job adjustment and transformation, but also meet the company's demand for talents in the process of transformation and development.
3. Enforce the distribution of assessment results and conduct personnel pressure
In view of the company's assessment can not open the gap and cannot attract the attention of personnel, Huaheng Zhixin proposed to force the distribution of assessment results. Whether it is for departments, cadres or employees, the assessment results need to be classified according to a certain proportion. By clarifying the proportion of excellent, good and personnel to be improved, a clearer and fairer assessment and evaluation system can be formed.
Specifically, the top 20% of the personnel and departments can be set as excellent, and these employees and departments have performed well at work and deserve more rewards and promotion opportunities from the company. At the same time, in order to ensure the fairness and objectivity of the appraisal, it is also recommended that 10% of the personnel in the bottom department be set as "to be improved", which means that these employees need to strengthen self-improvement in their future work and will face training or elimination.
Through the implementation of the forced distribution mechanism, it can effectively transmit personnel pressure and stimulate employees' enterprising spirit and competitive awareness. At the same time, this mechanism also helps the company to better identify and cultivate outstanding talents, optimize the allocation of human resources, and promote the company's sustainable development and progress.
Fourth, the existing talent inventory, to lay the foundation for the training of reserve talents
In view of the company's lack of human resource planning and lack of reserve talents, Huaheng Zhixin proposed to take stock of existing talents to lay the foundation for cultivating reserve talents.
First of all, through the talent inventory, the company can clearly understand the capabilities, strengths and development potential of each employee, so as to ensure that more accurate and targeted decisions can be made in terms of training and motivation. For those who are highly capable, companies can provide timely incentives to stimulate their enthusiasm and creativity, while also helping to retain these valuable talents.
Secondly, in order to achieve the company's sustainable development and efficiency improvement, it must rely on the support and guidance of core talents. Through talent inventory, the company can not only discover those outstanding talents who already have a high degree of professional ability and experience, but also discover those reserve talents with potential and training value. In this way, the company can formulate a more accurate talent training plan according to the actual needs, and provide a solid talent guarantee for the company's long-term development.
【Huaheng Zhixin Summary】
In this project, with the deepening of the company's transformation and development, the company's business direction, market positioning and development strategy have undergone significant changes. The company is facing the dual pressure of operating and reducing government financial support, so it needs to carry out human resources reform, due to the weak management foundation of the company in the early stage, there are some problems in human resource management, such as the company's overall uneven busyness and unreasonable job setting; There is a lack of talent training mechanism, and personnel capacity cannot adapt to transformation and development; The assessment cannot open the gap and cannot attract the attention of personnel; There is a lack of human resource planning and a shortage of reserve talents. In response to these problems, Huaheng Zhixin proposed to optimize the preparation, sort out job responsibilities, and improve work efficiency; Establish a training system with one specialty and multiple abilities to improve the ability of personnel to adapt to a variety of positions; Enforce the distribution of assessment results and conduct personnel pressure; Inventory of existing talents to lay the foundation for cultivating reserve talents.
As a professional human resources consulting company, Huaheng Zhixin has accumulated rich experience and professional knowledge in many years of practice. We are committed to helping enterprises move forward steadily in the complex and changeable market environment and achieve the goal of reducing costs and increasing efficiency. In the future, Huaheng Zhixin will continue to conduct in-depth research on market dynamics and enterprise needs, provide enterprises with more accurate and efficient human resource management consulting services, and help enterprises stand out in the fierce market competition and achieve sustainable and steady development.
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