1、惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计人力资源汇报人：XXX工作总结计划惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计2019年根据公司各产业的业务目标和规划，针对各产业业务发展阶段，匹配对应的人力资源策略和计划，保障人力资源供给侧人员数量、质量能够满足新老业务目标实现。重点是加快人才供应速度、加速人才适岗进度、激励员工保持高绩效、打通员工职业发展通道、盘活现有员工能力，企业核心文化落地，继续夯实人力资源管理基础工作，初步进入规范化人力资源管理阶段。以人力资源项目制工作为抓手，匹配业务关键需求为切入点，适时的导入人才甄选、员工评价、员工激励、员工保留的业务领导者的人才管理工作，打造
2、公司的人力资源亮点和优势，反哺业务目标达成。前言惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计目录1/人才引进3/人才管理5/人才培养2/管理结构4/薪酬绩效6/员工管理7/人力资源团队Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Cli
3、ck here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计人才引进Click here to enter you text Click here to enter you text Click here to enter you text Click here to
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5、人才引进能力模型搭建销售人员商务代表专业能力模型，输出能力标准招聘手册在能力标准的基础上，完善面试提问汇总，输出招聘手册面试官培训完成商务代表能力模型和招聘手册的基础上，协调开展面试官培训，建立面试官测试认证体系，通过认证的人员才可以进行安排候选人面试Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text
6、Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计人才引进人才甄选辅助项目严控面试评价标准、精准进行背景调查、薪酬沟通工作，做到细节工作有理有据，辅助进行人才面试测评体系，提高面试选才的准确度招聘
7、渠道在现有渠道基础上标准化渠道维护工作，活化内部渠道的转化率，运营好所有渠道，有计划的策划3场内推项目活动定岗定编职位说明书参与公司定岗定编工作，保持人员增长与业务增加的比例的适配性;制定职位说明书标准，对外发布和内部迭代流程化，员工工作职责内容的活现，建立专业的人力资源品牌形象Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to e
8、nter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计管理结构Click here to enter you text Click here to enter you te
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10、ere to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计管理结构组织架构Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to
11、enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 规则设计职位体系惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计基于公司战略梳理，明确公司未来蓝图和目标，在此基础上理清各产业的的定位和价值排序及关系，以及各产业业务的发展思路。进而设计组织架构、业务架构和岗位分工。完善公司组织架构、部门职责分工、管理权限。随着业务不断调整和产业增加，组织规模越来越大，人员原来越多，管控难度越来越大，如
12、果不对组织架构进行明晰，依靠人为因素调整和约束难度越来越大，需要借助硬性的组织架构完善和人为因素的管控打补丁来辅助改善员工文化冲击进行满足业务发展需求。管理结构组织架构Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to
13、 enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计基于新的组织架构对现有人员和制度进行进行全面盘点并更新，完善公司规则体系，形成规范性的共识。制定基础的人力资源管理制度、奖惩管理制度、行为规范管理制度、薪酬管理制度、绩效管理制度等，从集团管理体系或原来隐性的流程体系中梳理出自有的
14、管理政策。管理结构规则设计Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you te
15、xt Click here to enter you text Click here to enter you text Click here to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计组织架构清晰后，根据各岗位设置、部门划分、工作对接、管理路线、组织上下级关系界定清楚，并把所有岗位的级别、责任、权利明确到位，建立职位体系和职位等级，为补充完善设计“薪酬管理体系”提供基础依据。管理结构职位体系Click here to enter you text Click here to enter you text Click here to enter you
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17、设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计人才管理Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to e
18、nter you text Click here to enter you text Click here to enter you text Click here to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计人才管理关键岗位员工Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter
19、you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 干部培养人才蓄水池惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计人才管理人才管理Click here to enter you text Click here to ente
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21、 Click here to enter you text 1、关键岗位、员工根据公司业务发展进度，对标行业标杆和公司业务影响程度，梳理出公司各产业的关键岗位，进行组织盘点和人才盘点输出关键员工和绩优员工，在实施人力资源政策实施，重点关注关键岗位和关键员工。2、干部培养随着业务的不断扩张和业务条线的不断增加，需要进一步完善干部选拔培养机制，培养选拔业务骨干，挖掘员工潜力，使优秀人才能够脱颖而出，为公司新老产业提供充足、合格的后备人才，加强在职干部和后备干部培养，梳理干部管理办法，对“关键少数”核心成员进行激活，不断发现、引进优秀人员，保持组织的人力活力。惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊
22、紫郁设计人才管理人才管理Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you tex
23、t Click here to enter you text Click here to enter you text Click here to enter you text 3、人才“蓄水池”建立公司内部后备人才队伍，形成人才梯队资源库，使人才数量和结构能够满足公司发展要求。在实施过程中，制定人员入池、培养、晋升、出池标准，打造基层、中层、高层后备人才池，并根据入池人员的特点和差距制定针对性的培养计划和措施，建立公司人才干部培养和后备人才造血机制。惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计薪酬绩效Click here to enter you text Click here to e
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25、ext Click here to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计薪酬绩效Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click h
26、ere to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 完善绩效考核管理办法征求业务发展阶段和管理者建议思路，在经过充分讨论和论证的基础上完善公司绩效管理办法，尤其是销售人员绩效管理，针对绩效目标的设定、沟通、反馈、辅导形成常态化的机制，作为内部运营管理的重要抓手，与奖惩、任用、晋升、提薪挂钩，激活员工。完善薪酬管理制度通过市场薪酬调研和内部薪酬管理要求，调整薪酬结构，确立薪酬
27、内部公平性和外部激励性原则，有条件的建立岗位评估基础上的宽带薪酬体系，做到薪酬管理的激励性和成本可控。惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计人才培养Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to ente
28、r you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计人才培养Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text
29、Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 人才培养1、在销售人员能力标准的基础上，绘制关键序列岗位能力地图，通过课程设计
30、，搭建课程体系。2、基于课程体系框架和内容，明确内训师队伍建设方向，培养3-5名关键岗位内训师队伍。3、打造1-3门精品课程。4、培训运营过程中，尝试多种学习方式，深入业务一线开展培训，做到部分课程训战结合。5、完善培训需求调研和需求分析，紧贴业务的学习活动设计的运营体系，落地培训工作管理制度。惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计员工管理Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click he
31、re to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计员工管理Click here to enter
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33、Click here to enter you text Click here to enter you text 员工管理1、搭建公司与员工的沟通渠道和沟通平台，听取员工的建议和心声，及时处理员工合理诉求。规范企业员工劳动合同、人事档案等资料，进行合规性整改工作，积极妥善处理劳动争议和纠纷，落实公司各项人力资源政策，降低员工离职率。开展正式或非正式的跨部门沟通，把员工关系的处理工作列入日常例行工作。2、人力资源信息化。保持人力资源档案的准确性和完整性，通过人员档案能够随时反映公司人力资源状况，包括学历层次、服务年限、薪资水平、业绩情况、培训情况、奖惩情况、培养发展方向等各项数据和指标，为人力
34、资源选用育留的提供分析依据。3、塑造标杆文化树立优秀员工的标杆作用，通过收集优秀员工的成长经历，在内部广泛宣传，塑造标杆文化。挖掘符合企业文化价值观的故事，为践行企业文化价值观落地积极准备素材。惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计人力资源团队Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text
35、 Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计员工管理Click here to enter you text Click here to enter you text Click here
36、 to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text Click here to enter you text 人力资源团队1、提升从业人员专业水平。人力资源部在安排各部门培训的同时，应着力对部门人员的素质提升，加强部门的培训、管理工作。2、加强对业务的认知与理解，有条件的跟业务人员一起出差、下市场跑业务、参加业务部门会议，支持业务部门工作，真正理解业务发展阶段和真实需求，提供人力资源专业建议。3、实行目标责任制和项目制。将部门年度目标分解到部门每个人，做到每项工作均有责任人、完成期限、完成质量要求、考核标准。做好每项工作的跟踪落实和结果反馈，及时调整工作目标，不断改进工作方法，确保年度目标的完成。惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计惠珊紫郁设计汇报人：XXX感谢您的聆听工作总结计划
