Building the core competitiveness of enterprises——
Lean human resource planning / compilation practice
In the practice of enterprise management, people often feel powerless about personnel planning / establishment. In the practice of enterprise management consulting, we often encounter such a bottleneck. In the first half of 2007, an automobile mould enterprise asked for help: they built a new factory, according to the flow of water and equipment, the allocation plan of workers was soon decided, but there was always no reasonable way to allocate the sales staff. In the second half of 2007, a pharmaceutical listed company in Shanghai had a headache about how many personnel should be allocated to the quality department: the quality department was very aggrieved that it was short of personnel, while other departments sincerely believed that the personnel of the quality department had exceeded the actual demand; in the first half of 2008, it encountered the same problem again, and a logistics company expected to help them scientifically and reasonably The requirement of staffing design is scientific method, which can convince everyone. In the middle of 2008, in the human resource planning consultation of a construction steel structure enterprise in Jiangsu led by myself, I encountered with human resource planning again.
Is scientific and reasonable human resource planning really so difficult? Is it that human resource managers don’t know the principles and methods?
Not at all! Scientific and reasonable human resource planning (preparation) principle and operation method is not difficult, the difficulty is the lack of data required for operation. Once the supporting data is solved, please see how simple it is in the case!
Lean human resource planning / development
There are four steps to complete lean human resource planning / case preparation, which are “determine the total number of employees”, “determine the total number of business and management personnel”, “determine the subdivision structure of business and management personnel”, “variance analysis and processing”. If you are familiar with the above four steps, you can directly use the calculation table in the appendix on the last page; otherwise, you can understand the method according to the following example.
Step 1: determine the total number of employees
Objective: to determine the total number of employees needed by the enterprise
1) Determine the strategic objectives or capacity / output planning for the next few years (2008-2010).
The planned output value is determined according to the company’s strategic plan. Other indicators such as per capita operating profit and per capita capacity can also be used. Suppose that the medium options are
400 million yuan, 600 million yuan and 800 million yuan (calculated by output value index and production capacity index as reference);
2) Determine the labor productivity according to the company’s historical data and industry statistics.
Labor productivity is determined according to the benchmark of the same industry and the company’s own historical level. Now “per capita operating income” is selected as the indicator of labor productivity. In Qidian Consulting’s “Research Report on human capital of steel structure enterprises”, the query condition is “labor productivity – per capita operating income – Private Enterprises – East China Region – 4 / 6 / 8 billion yuan”. In the report, it is found that the median value (50th percentile) of “per capita operating income” is 0.5 million at 400 million, and 0.6 million at 600 million and 800 million.
According to historical data, the company’s per capita operating income is about 440000. As a result, the company’s planned labor productivity reaches the industry’s medium level. In this plan, the 50th percentile is selected as the calculation benchmark. (you can also use the range of quantile values to select higher or lower than the standard quantile value.)