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Manufacturer of cases of human resources consulting
Non-chemical equipment manufacturer, is also well-known chemical manufacturing equipment company, was founded in 197 years *, there are currently more than 2,000 employees. The company since has developed rapidly since 2000, 6 years in a row, while corporate profits grew more than 30%. However, in recent years as the industry increased competition at home and abroad, as well as raw materials prices rose sharply, increasing pressure on the cost of the company, before extensive management style no longer has to make business more competitive. Companies in high-level internal reform, suddenly found that the company's current staff has been unable to adapt to the new situation, the management needs of corporate bureaucracy began to prevail. First of all, the company decided to resolve personnel problems, so I requested the Special management consultants to carry out its human resources management consulting work.
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Through in-depth investigation, we found that the company's human resources management, mainly as follows:
- functions of the department, posts a mere formality statement, clearly defined functions of the department, there are a large number of cross-functional or missing, often former head of the after-service job, not a lot of work carried out; many new jobs did not post statement, new Employees or transfer employees to learn the degree of difficulty.
- no clear business processes, many employees work in the light of experience, many aspects of the process is too large, low efficiency has a direct impact on the direct or indirect customer satisfaction.
- staff did not withdraw from the mechanism, currently the number is much larger than demand, the absence of an evaluation mechanism, resulting in staff not only into the situation. To bring great pressure on labor costs.
- not to carry out performance appraisal, the income of employees and work performance is not relevant, the qualifications to become a major factor in pay decisions.
