效率视角下C公司E-HR系统优化设计

发布时间：2018-04-21 22:44

本文选题：C公司 + E-HR系统　；参考：《兰州交通大学》2014年硕士论文

【摘要】：未来几年,国内工程建设与海外工程市场投资项目依然多。这对C公司来讲,是一个必须紧紧抓住来打造“世界级企业”的重大战略机遇期。同时,由于建筑市场开发程度高,也必然伴随着激烈的市场竞争。C公司作为施工建设企业,在当前市场大环境下,存在以下管理难题:在“管控与协同”方面,亟待加强C公司的管控能力,主要体现在:C公司是多级法人结构,股份公司与下属子公司之间是比较松散的战略管控模式,管理粗放,各子公司具有较大自主性;C公司以工程承包为主业,全年在建项目有几千个,这就造成管理机构与项目部在空间上的分离,人员分散,管理难度大。如何在各子公司层面、工程公司层面乃至项目部层面贯彻C公司整体战略和核心价值观,确保C公司组织战略不被稀释?如何真正实现战略协同,使股份公司、子公司、工程公司及项目部统一为C公司这个有机整体?如何实现从粗放型管理转变为精细化管理?这些问题的解决都依赖于建立一个“集中控制、分散管理、协同运作”的管理机制,而统一的信息化平台将是这个管理机制建立与运行的支撑平台。在“人力成本角度”方面,由于C公司的粗放型管理,因而人工成本的精细核算较为困难,可控制性很难掌握。长期以来普遍存在人工成本居高不下、绩效难以评估、人力产出不明晰、人均产值偏低等现象。如何通过电子技术来实现人工成本的控制与核算、实现人工成本分析也是C公司急需解决的问题。在“人才队伍建设”方面,C公司仍属于劳动密集型企业,员工数量多、组成复杂,人才流失严重,低素质人员待岗与专家型管理人员、高级技术人员空缺并存;人力资源工作仍以事务性工作为主,人力规划、后备人才培养、人才梯队建设难。如何通过信息化平台更有效的分析、规划员工结构,使C公司从劳动密集型企业转型为管理密集型企业,这也是C公司借助信息化技术亟待解决的问题。综上所述,通过一套标准、规范、统一的人力资源信息化系统,基于效率视角对来帮助C公司优化“基于战略、面向未来、定位管控、注重规范”的战略人力资源管理体系,提升C公司的组织竞争力,将是C公司的必然选择,也是C公司迫切的管理需求。由于企业特点较多,形式较为特殊,E-HR系统建设在C公司内部各企业运行效果没有发挥到应有作用。现行的E-HR系统存在一些问题,如:1、部分系统功能与业务匹配不够。C公司企业业务形态较多,业务人员不易提出需求改进策略。2、C公司各业务模块业务较为分散独立,不易在整个信息系统中联动。各业务处室工作流程性结合点不足,各业务相对独立,不易整合在一起。3、企业主体员工不固定,所在组织更换频繁,人员在企业流动性较大,岗位、薪酬调整较频繁,系统操作较为复杂。4、公司层级多达四层,不易集中管控,导致管理效率低下。5、模块化功能缺失。E-HR系统缺少针对于员工胜任力、满意度调查等深入人力资源业务方面的重要功能。6、业务人员反映,系统易用性还需进一步提高。以上存在的问题也是多数建筑企业面临的问题,笔者认为应该从C公司实际情况出发,运用企业信息化建设基本方法,从效率角度出发,优化现有系统,拟从以下几个方面去解决存在的问题。(1)以效率视角进一步优化业务需求。协调本企业各级单位相关部门完善信息化业务完整功能需求,提高效率完善系统功能。(2)完善E-HR组织架构设计、加强业务集中管控,提高管理效率。(3)增加人力招募聘用信息模块、人力职业生涯规划与培训开发模块、时间管理模块、人力绩效管理模块、人力薪酬管理模块、合同及档案管理模块、统计分析及智能决策模块、员工自助模块等。(4)从提高系统使用效率的角度,侧重提高系统易用性,优化系统内部流程。
[Abstract]:In the next few years, the domestic engineering construction and the overseas project market investment projects are still many. This is a major strategic opportunity for C company to firmly grasp the "world class enterprise". At the same time, because of the high development degree of the construction market, it is bound to be accompanied by the fierce market competition.C company as the construction and construction enterprise. Under the market environment, there is the following management problem: in the "control and coordination", it is urgent to strengthen the control and control ability of C company, which is mainly reflected in: the C company is a multi-level legal person structure, the joint stock company and subordinate subsidiaries are a relatively loose strategic control mode, extensive management, and the subsidiaries of each subsidiary have greater autonomy; C company is contracted to project contracting. For the main business, there are several thousands of projects built in the year, which causes the separation of the management and project department in space, the dispersion of personnel and the difficulty of management. How to implement the overall strategy and core values of the C company at the sub company level, the engineering company level and the project department level, to ensure that the C organization strategy is not diluted and how to truly realize the war. How can the joint stock company, the subsidiary, the engineering company and the project department be unified into the organic whole of the C company? How to realize the transition from extensive management to fine management? These problems depend on the establishment of a "centralized control, decentralized management, cooperative operation" management mechanism, and a unified information platform will be the management of this management system. In terms of "human cost", in terms of "human cost", because of the extensive management of C company, the fine calculation of artificial cost is difficult, and the controllability is difficult to master. There are many phenomena such as high labor cost, difficult performance evaluation, unclear human output, low per capita output value and so on. How to realize manual cost control and accounting through electronic technology, and to realize artificial cost analysis is an urgent problem to be solved by C company. In the "construction of talent team", C company still belongs to labor intensive enterprises, the number of employees, the complex composition, the serious brain drain, the low quality personnel waiting for post and expert management, advanced technology. Human resource vacancy coexist; human resources work is still based on transactional work, manpower planning, reserve personnel training, and talent echelon construction difficult. How to plan employees' structure through more effective analysis of information platform and make C company transition from labor intensive enterprise to management intensive enterprise, which is also an urgent solution for C company with the help of information technology. To sum up, through a set of standard, standardized and unified human resources information system, based on the efficiency perspective, it will help C company to optimize the strategic human resource management system "based on strategy, facing the future, positioning management, paying attention to standard" and promoting the competitiveness of C company. It will be the inevitable choice of C company, and also the force of C company. Because of the many characteristics and special forms of enterprise, the construction of E-HR system in C company does not play its due role. There are some problems in the current E-HR system, such as: 1, the function of part of the system is not enough and the business match is not enough, the enterprise business form is more, and the business personnel are not easy to put forward the policy of improving the demand. .2, C company's business module business is more scattered and independent, not easy to linkage in the whole information system. The operating process of each business unit is insufficient, the business is relatively independent, it is not easy to integrate the.3, the employees of the enterprise are not fixed, the organization is changing frequently, the staff is more mobile in the enterprise, the post is more frequent, the salary adjustment is frequent, The complex operation is more complex.4, the company level is up to four layers, it is not easy to concentrate management and control, which leads to low management efficiency.5. The lack of modular function.E-HR system lacks the needle for staff competence, satisfaction survey and other important functions of human resources business.6. Business personnel reflect, system usability needs to be further improved. The above questions are still needed. The question is also the problem facing most construction enterprises. The author thinks that we should use the basic method of enterprise information construction from the actual situation of C company, optimize the existing system from the efficiency point of view, and solve the existing problems from the following aspects. (1) optimize the business needs with the efficiency perspective and coordinate the relevant enterprises at all levels. The Department consummate the complete function demand of the information service and improve the efficiency of the system. (2) improve the E-HR organizational structure, strengthen the management and control of business, improve the management efficiency. (3) increase the recruitment and employment information module, the human career planning and training and development module, the time management module, the human performance management module, the manpower salary management module. Module, contract and file management module, statistical analysis and intelligent decision-making module, employee self-help module, etc. (4) from the perspective of improving the efficiency of the system, emphasis is placed on improving the usability of the system and optimizing the internal process of the system.

【学位授予单位】：兰州交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.92

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