Guangdong enterprise human resources management status report

更新时间:2019-03-11 15:50:00点击:565790 Industry Views

Guangdong is a world-famous international manufacturing city with more than 20,000 foreign companies and more than 200,000 private enterprises. Human resources management, which is an important part of enterprise management, has also experienced a huge leap from extensive to mature. From 1995 to 2005, the ten years of human resource management in Dongguan started from the beginning to the perfection. During this period, a large number of HR management elites emerged, from talent strategic planning to recruitment and training, from salary to assessment, from employee relationship to corporate culture, and human resource management. In the process of growing up, the company continues to create compelling great value, and they are becoming an important force driving the development of the company.

It is reported that the survey lasted one month and 646 questionnaires were collected. The organizer guarantees the authenticity of the data. The survey takes the form of the registered company's real name and the person who fills in the questionnaire. The survey report of the questionnaire is written by a professional consultant company. According to statistical analysis, these enterprises are all from foreign-invested enterprises, joint ventures and local enterprises registered in Dongguan. 80% belong to large and medium-sized enterprises, with more than 500 employees, and often participate in various types of job fairs.

The survey report analyzes the following ten modules of HR post setting, strategy and planning, recruitment, training, performance management, compensation management, employee relations, HR survival, corporate culture, and HR management future prospects.

1. HR post setting fine division of labor

According to the survey, 88% of the companies surveyed have set up HR directors or HR managers. Most of them have established independent HR functions. The status of human resources as the core functions of enterprises has been determined to a large extent. % of the corporate human resources department functions are not set up independently, or as some posts within the administrative and integrated departments.

In the position setting of the human resources management department, in addition to the traditional personnel functions, such as recruitment, salary and personnel positions, positions that conform to the modern enterprise management philosophy and functions began to appear and play a role. More than 40% of participating companies have set up special training management positions, 24% have set up performance management positions, and 22% have set up full-time positions of corporate culture commissioners.

According to expert analysis, from the perspective of the combination of HR preparation, post and qualifications, Dongguan enterprises have begun to explore boldly in the new methods of human resources and new tools. The post setting has begun to be refined and specialized in division of labor. More and more The company attaches great importance to the quality and qualifications of HR practitioners.

2. The execution of strategy and planning is low

The survey found that more than 55% of enterprises have formulated clear human resource development strategies. It can be seen that the clear and important attention of human resources strategy is a trend. The penetration of human resource management functions has also been recognized by business operators. .

Among the surveyed enterprises, 89% of the enterprise HR departments still stay at the level of “coordination department” and “logistics service department”. They do not play a strategic role. The HR planning cycle of enterprises generally lacks long-term, and only less than 13% of enterprises have exceeded For more than one year of planning, 87% of corporate HR plans are shorter than one year or even lack specific plans and measures. The strategy and planning execution of the companies surveyed are generally low. Only 40% of enterprises can implement the plan, and most companies cannot implement or implement them.

According to experts' analysis, the main reason why HR can't achieve the ideal function in the enterprise development strategy is that, besides the conceptual update, it is more the HR practitioners' own quality and influence have not been exerted, and must also be highly valued and participated by senior leaders. Execution is still the main skill that needs to be improved in the HR field.

3, on-site recruitment is preferred

From the perspective of employment demand, 54% of enterprises have a large demand for talents, and less than 3% of enterprises have little demand for talents, but they will often participate in recruitment. From the choice of recruitment channels, most of the jobs recruited by Dongguan enterprises are still distributed in grassroots and operational positions. Due to the advantages of interview convenience and recruitment costs, on-site recruitment is still the best choice for most companies (63%). ), internal recruitment can solve the problem of enterprise employee development to a certain extent, and there is also a trend of attention (12%). Online recruitment has become the third choice for recruitment methods.

In the surveyed enterprises, the trial period churn rate is still a prominent problem, and the company with a clear and low turnover rate only accounts for 27%. Su Lin, the general manager of Zhitong Talent Market, believes that “Enterprises cannot be overly optimistic just because of the strong demand for talents. However, it is necessary to make more efforts in improving the effectiveness of talent recruitment and how to retain outstanding talents and create a good internal cultural environment. This is the key to the value of HR's strategic partners."

4, the company attaches importance to employee training

Regarding employee training, the survey report was elaborated on several aspects: training input, execution, form, effect, and satisfaction. According to the survey, nearly 50% of the company's training funds have exceeded 0.5% of operating income. Moreover, this investment has been clearly reflected in the financial budget. More and more enterprises attach importance to the education and training of employees, and academic education. Received considerable attention (34%).

93% of corporate training is carried out internally. Expatriate training is also one of the important forms of the company (accounting for 30%). The proportion of employees encouraging self-study is relatively low (less than 7%), making it difficult to form a truly learning enterprise. Most companies do not have a normative assessment of training effectiveness, and thus have low satisfaction with training.

According to expert analysis, it is worrying that although most enterprises have established annual training plans, more than 50% of the enterprises participating in the survey have poor or no implementation of training programs. This aspect reflects the relative disorder of HR work. It reflects that HR managers lack sufficient attention and difficulty in using effective measures to carry out their work.

5, performance appraisal determines salary

According to the survey, the results of the performance appraisal are mainly used to determine and adjust employees and salaries (79%), followed by the promotion basis (59%), reflecting the rationality and maturity of the company in using the management tools. The target assessment method and the debriefing method are the preferred methods for enterprise assessment, accounting for 54% and 26% respectively. The 360-degree assessment and the last elimination method, which have been closely watched, gradually cooled down in the performance appraisal of enterprises, reflecting the management of enterprises. The improvement of humanity. Some methods are objective and "objective", and may not necessarily have the corresponding effect, and increase the contradictions and management costs within the enterprise. They have been criticized and questioned by the industry, reflecting to some extent the HR practitioners in Dongguan in terms of superstitious tools. Already improving and improving.

According to the analysis report, the quantification and objectivity of the assessment indicators are still the main technical problems faced by Dongguan enterprises. There are few factors in the form, the line manager does not support and the employees do not understand. Most enterprises have achieved good results in performance appraisal. improvement.

6, there is a gap in salary expectations

In terms of salary level, 47% of the companies participating in the survey adopted the “pay ahead” strategy in the industry. Nearly 20% of the companies adopted the “pay following” strategy, while other companies adopted the “residual strategy”.

The salary structure mainly adopts fixed salary and reward commission. The form of welfare is the three preferred choices of paid leave, holidays/birthday fees and purchase of commercial insurance. The incentive form for employees is mainly material rewards (such as annual dividends of 19% and employee holdings of 9%); and enterprises that take intangible and relatively long-term forms of incentives also account for a certain proportion (such as working environment accounts for 36%, development space) 38%.)

The employee's satisfaction with the company's salary is 34%, and the general choice is 49%. This difference has a certain deviation from the company's confidence in salary. It can be seen that there is still a certain gap between the understanding of enterprises and the expectations of employees. How to improve, in addition to changing the absolute value, adjusting the salary structure, changing the form and creating a diversified development space, is still a need for enterprises. New topic.

7. Low employee satisfaction

Among the participating companies, the turnover rate of employees is high. The high-quality enterprises with employee turnover rate below 5% account for 31%. The three main factors of employee turnover are: 36% salary, 30% working environment and 17% incentive. It can be seen that material is not the only decisive factor. The improvement of internal mechanisms and environment of enterprises has played a very important role in stabilizing the workforce. In addition to simply providing compensation support, HR and companies can still have good room for improvement in soft factors.

The survey found that in addition to improving salaries (67%), 50% of companies believe that adequate promotion opportunities are provided, and 38% believe that improving the internal operating environment will help retain employees.

According to the survey, in general, the satisfaction of employees in employee relations is low. In the soft links of employees who provide more support for employees, share corporate information and participate in decision-making, Dongguan enterprises still have much room for development. Enterprises can not simply provide compensation to employees, but comprehensively analyze and judge measures to provide satisfaction from the perspective of creating an environment and providing development space.

8, HR people have a higher career happiness index

The survey shows that HR self-cognition satisfaction reached 66%, at a relatively high level. It reflects the trust of HR practitioners in the company and their confidence in their future development. The survey also shows that the proportion of high-level HR work in Dongguan enterprises is 44%, which fully reflects the universal recognition of human resources as a strategic and developmental resource orientation in modern enterprises.

Many HR practitioners in the survey believe that the HR management level of enterprises in Dongguan has a certain gap compared with cities such as Guangzhou and Shenzhen, but their professional happiness index is still relatively high. It reflects that dedication and entertainment have become the mainstream in the HR field, and HR practitioners are full of optimism and confidence in the future of the industry.

Experts predict that in the future human resources development and management practices of Dongguan enterprises, HR practitioners will get better resources and better development.

9. Corporate culture communication needs to be improved

A study shows that among the core factors affecting the growth of Chinese companies, whether there is an excellent cultural concept as a support point is one of the fundamental driving forces and the most critical factors that determine the sustainable development of a company. 55% of the companies participating in the survey have a clear cultural philosophy, and up to 90% of the companies attach great importance to the refinement and dissemination of ideas. Experts predict that these companies have begun to think about and establish internal mechanisms for corporate sustainability after achieving certain market success.

Compared with the construction of cultural concepts, the emphasis on corporate culture communication still lacks effective measures. Enterprises with active cultural communication activities account for only 30% of the enterprises participating in the survey, while tangible methods, such as the establishment of corporate magazines, only 33%, indicating the effect of cultural communication, strengthening effectiveness, etc. There is still some room for effort.

Experts pointed out that if the cultural concept is relatively intangible, then the cultural communication and practice of the enterprise should be tangible. She exists in all aspects of business management and practice. The cultural concept of the enterprise needs to pass more specific activities and specific actions. The program and communication will play a better role, so as to achieve the realm of “up and down the same desire”.

10, HR future development is optimistic

According to this survey report, the future development trend of the HR industry is optimistic. Dongguan enterprises have certain advantages in the relative macro-levels such as strategy formulation and cultural concept, but they are in micro-operation and implementation, especially those involving the long-term development value of enterprises. Improvements, management environment shaping, strategy implementation, and application of new methods still lack effective measures.

The main author of the survey report, Xiong Xing, chief consultant of the management consulting organization, said: "There is still a certain gap between the implementation of HR management and the use of advanced tools in Dongguan. In terms of planning efficiency and implementation, the satisfaction of recruitment is not High, training effects, performance appraisal technology use, salary design, and the dissemination and practice of corporate culture concepts are obviously insufficient.

The report concludes that: Objectively facing the problems faced by enterprises, it is the opportunity and development direction of corporate HR.

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