Strategic human resources management working layer

human resource planing

organizational structure changes

Human resources management working layer

Capability management

Training management

Payroll management

Position management

Career Development

Benefits management

Recruitment management

performance management

employee relationship management

Basic personnel working layer

Basic personnel management

Human resources related system construction

Personnel file management

Social Security Provident Fund Management

Employee onboarding management

Employee turnover management

In order to undertake and meet the overall strategic development requirements of the enterprise and promote the better development of enterprise human resources management

broad sense

narrow sense

corporate strategic planning

Internal business conditions and human resources conditions of the enterprise

Human resources situation outside the enterprise

Analysis of demand and supply

supply analysis

method

Before forecasting, it is necessary to take stock of the current thermal resource situation.

It is necessary to fully consider both the short-term needs of the enterprise and the long-term needs of the enterprise.

The human resources department should revise and adjust human resource planning strategies in a timely manner according to the actual situation of the enterprise

Simple structure and clear division of labor

Clear division of powers and responsibilities

Lower management costs

Horizontal coordination between functional departments is prone to problems

There may be too much emphasis on the professional division of labor among various departments and neglect of integration and unification.

Communication between functional departments may be inflexible

When an organization reaches a certain scale, it may cause poor communication

Businesses are more flexible and adaptable

Decentralization of authority allows senior managers of the head office to be freed from daily management work

The division of rights, responsibilities and benefits is relatively clear

Usually ensures that the company achieves stable performance

Helps train management team back-up candidates

Communication and coordination between horizontal and vertical directions is more complex

It requires more management agencies and higher management costs.

There are many managers, and the quality requirements for managers are relatively high.

It is possible to oust the head office leaders and cause the head office to lose control over the business units.

There may be competition between business units, resulting in internal friction and difficulty in coordination.

Strengthen horizontal liaisons in the organization and integrate horizontal liaisons with vertical liaisons

Increase the mobility and flexibility of organizational forms

Stimulate teamwork awareness and improve human resources efficiency

Can effectively realize decentralized management

Dual leadership can leave employees confused

The staff mix has a temporary feel, which may lead to a lack of accountability

The leader of the project team may have less power and greater responsibility

Able to meet customer needs to the greatest extent

It is easier to consider issues from an overall perspective and facilitate collective decision-making at the company level.

Human resources can be effectively and flexibly shared within the organization

Ability to adapt to more complex external business environments

Employees may face triple management relationships and are more likely to be at a loss.

High requirements for employees’ communication skills and interpersonal skills

The organizational structure is complex and management costs are high, which may affect decision-making efficiency.

More adaptable. Can be used as a supplement to the management of functional organizations

Able to stimulate the enthusiasm of various departments, enhance organizational vitality and improve efficiency

Compared with functional organizations, the division of rights and responsibilities is clearer and employees have a stronger sense of responsibility.

Compared with functional types, horizontal communication and communication in organizations are more difficult

Many functional department plans and goals are difficult to quantify

Determination of internal prices can easily lead to conflicts

Achieve flat management of the organization, making it easy for high-level information to be conveyed to the grassroots

Horizontal communication is smoother and lack of cooperation between departments is reduced.

All efforts within the organization are market- and customer-oriented and can improve the organization's operational efficiency

Organizations become more adaptable and flexible

The design, determination and modification of processes are complex and difficult

It is quite different from the traditional vertical authority management style and has low employee acceptance.

Higher requirements for employees’ ability and quality

Able to optimize resource allocation among enterprises and achieve complementary advantages

Reduce enterprise management costs and improve communication efficiency

Conducive to stimulating team spirit and promoting mutual cooperation among employees

Organizations are more adaptable and flexible and can change more quickly

The relationship between enterprises or individuals is complex and it is difficult to coordinate when problems arise

There is a risk of leaking the organization’s core secrets

May increase potential competitors

Requires certain capabilities and technical support

Give the power of traditional organizational departments and managers to all employees

The organization has no hierarchical restrictions and realizes equality among everyone

Decisions come from the front line and are closer to the market

Without the promotion and salary increase model of the traditional organizational structure, some employees will leave this kind of company when considering career planning.

Senior leaders are willing to delegate power, but middle managers may not be willing

Employees may not necessarily have the ability to help the company make decisions, or the decisions made may not be based on the overall interests of the company.

There is no decision-making by the manager, it all depends on the meeting, and sometimes the efficiency will be even lower.

Stimulate employees' work enthusiasm

Decentralize decision-making power from managers to small organizations to achieve full participation

Able to achieve a high degree of transparency in operations, management, and decision-making processes

Truly implement top-down strategy implementation and bottom-up participation in operations

Able to cultivate a large number of leadership candidates with independent business capabilities

Accounting is used as an important indicator to measure employee contributions and has higher requirements for financial management.

May lead to vicious competition among amoeba groups

Companies implementing the amoeba model must have certain strengths

Able to maximize employees’ self-driving abilities

Able to maximize user needs

The marketization of enterprise management is more fully reflected

Businesses are more responsive and flexible to the market

Many companies do not have the experience and capabilities required to manage the ecosystem of the maker model.

From managing many employees to managing many enterprises, there are certain requirements for acceptance and adaptability.

After a maker's small and micro enterprise develops to a certain scale, it will also face the challenges of the management model of large-scale enterprises.

Consider strategic factors first

Avoid redundancy of organizations or positions

Horizontal

portrait

Position is the most basic unit in the organization

Position setting is based on work tasks and goals

Notice

A department is a work unit composed of a series of positions

Division form

Notice

The horizontal management span is generally suitable for 5-10 people

The higher the management level, the narrower the horizontal management span. Generally, the narrower the vertical management span, the better.