Paper代写：The human resource crisis

本篇paper代写- The human resource crisis讨论了人力资源过剩危机。人力资源过剩，指的就是企业在人力资源上的配置程度超出其在经营发展过程中的实际需要。企业文化危机是目前企业最常见的一种人力资源危机。要探寻人力资源过剩危机的征兆，需要从现实出发，在众多人力资源管理问题中找出要因，分析其表现形式，最终确定为危机征兆。本篇paper代写由51due代写平台整理，供大家参考阅读。

Crises are often caused by things going beyond expectations or beyond management. The performance of the enterprise human resources crisis exists in many aspects, one of the most common is the enterprise culture crisis, however, in recent years, due to the large enterprises such as lenovo, huawei frequent large-scale layoffs, make human resources surplus crisis gradually gets more and more attention.

The so-called human resources surplus, refers to enterprises and institutions in the human resources allocation degree beyond the actual needs of enterprises in the process of operation and development. In general, there are several reasons for the surplus of human resources in enterprises:

Enterprises in the process of merger and reorganization of the redundancy phenomenon of human resources is inevitable, department of large-scale merger between enterprises, the cancellation of the low efficiency of departments, such as the occurrence of these processes are usually accompanied by slashing jobs, triggering an excess of human resources.

When an enterprise is at a disadvantage in the process of market competition and its market share is greatly reduced, the enterprise may reduce its production capacity and avoid overproduction. In this way, employees, especially those in the production department, will have a surplus.

Human resources crisis management refers to the enterprise in the human resources crisis causes and signs on the basis of the analysis of, before the crisis, for human resource crisis for effective identification, and according to the measures to prevent the crisis early warning signal, and in the human resources crisis happens in a timely and effective measures to cope with the crisis management process. However, different scholars have different interpretations on its concepts. Some focus on early warning, others on management measures and coping strategies. The following two scholars are listed to define the concept of human resource crisis management.

Domestic scholar huang made claims in a crisis and crisis management defined on the basis of considering the characteristics of the human resource itself to define the meaning of the human resources crisis management, put forward that human resources crisis management is found and confirmed human resources crisis factor, and carries on the analysis, evaluation, treatment, and then with the most effective, most rapid method of organization in the possibility of human resource crisis situation put forward effective management measures and coping strategies. The human resource crisis factor is the key factor of human resource crisis.

LeiYouCai at zhongnan university of economics and human resources research center pointed out that the talent crisis management refers to the enterprise safety management in its various potential or real crisis element in not yet take action ahead of a devastating impact, nip in the bud, the losses to a minimum degree, even have benefited.

Corporate culture crisis is the most common human resource crisis in enterprises. Performance for the employees lack of corporate social existence value and reason to cognitive or identity, corporate responsibility as a community, community of fate and benefit community, but there was no common vision, no soul contract, respectively for, all that in advance from individuals or small groups, the interests of the individual is higher than the overall interests and local interests, all for his intention to in advance and others after their first, the business enterprise inside no just, fair and so on. The essence of corporate culture crisis lies in the lack of a correct enterprise core values or the lack of effective communication and transmission way, core values dominate state employees in the mainstream consciousness, fragmented. Corporate culture is rooted in the entrepreneur or enterprise crisis supreme leader ability, lack of lofty spiritual realm or culture construction within the enterprise can't build a perennial drive for the sustainable development of enterprises and the spiritual prop.

The crisis of overabundance of human resources is caused by the fact that the stock of human resources or the allocation of human resources exceeds the needs of the development of enterprise management strategy and the people are floating in the matter. It usually occurs in three situations: first, in the merger and acquisition activities of enterprises, when repeated institutions are removed and merged, there will be a surplus of personnel; Second, when the enterprise's benefit is not good, it needs to cancel its branch or reduce its business scale, resulting in a surplus of personnel. Third, after the failure of the over-ambitious strategy, the high-target human resource allocation caused a large number of redundant personnel.

The crisis of human resource shortage is relative to the competitiveness that enterprises need to survive and develop in the fierce market competition environment. Enterprises in order to adapt to the needs of the survival and development, determine the future development strategy, and puts forward the specific requirements of enterprise core competence, many companies tend to find that right now, its human resources can not meet the needs of the development of business strategy, to realize the serious shortage of human resources. Therefore, when the operation strategy is being carried out, there is a crisis of shortage of human resources. This will lead to enterprise management strategy, or can't open and miss opportunities, or because of a lack of talent, failed implementation does not reach the designated position, or by personnel quality level is not enough, and make the strategic goal will not be finished on schedule. As a result, enterprises are always at a disadvantage in the fierce market competition and get into the dilemma of operation and management.

If we focus on the phenomenon of the crisis, to explore the root of the crisis, often find some regularity of aura, like an earthquake, there is a certain aura, even sudden crisis, before the crisis is bound to stir. These signs can help us predict crises ahead of time and prevent them ahead of time, thus reducing or even avoiding harm. Excess and explore human resources crisis warning, need to start from reality, find will rejoice in the many problems in human resource management, analyzes its form, finally confirmed for the crisis warning, then according to the characteristics of the enterprise itself to design the corresponding early warning indicators, to establish an early warning system for the enterprise to lay the foundation.

Before the outbreak of the overstaffing crisis, there must be an accumulation of overstaffing. Personnel and internal excess personnel will generate too much unclear division of labor or personnel, limited work can not get reasonable distribution, cause waste of human resources, the formation of the bloated phenomenon, at the same time, the staff of the work is a lack of initiative and enthusiasm, usually lazy, shuffle work phenomenon, make the whole work efficiency is reduced.

In many enterprises, personnel surplus phenomenon is accompanied by a large number of workers have nothing to do, there are personnel unreasonable phenomenon, but at the same time, due to internal staff too much, cause lack of jobs cannot add workers, this will lead to resource is not good, to work, personal effort can not good evaluation in advance, result in different positions and overcapacity and personnel shortage coexist.

If human resources surplus, in the same position of human resource saturation ratio, everyone's workload is limited, resulting in a decrease of individuals in the post exercise, the competitiveness of the staff is reduced, and this job enthusiasm, enthusiasm is not high.

If an enterprise has a surplus of human resources, its proportion of human resources costs will inevitably increase. We should make it clear that human resources do not represent human resources, and human resources do not equal human resources. Human resources is also a kind of resources, for the enterprise, it also has to be considered one of the comprehensive cost of enterprise, but due to the limited work, personal made profits for the company, the overall situation profit growth can't keep up with the growth of the human resources cost, can lead to increased proportion of human resource cost.

The crisis of human resource surplus in enterprise m&a is a kind of crisis frequently encountered during enterprise expansion. Large enterprises in the process of merger, acquisition and reorganization, in order to improve the management efficiency, reduce the management cost and business process optimization and reforming need, therefore, must be accompanied by a streamline repetitive institutions, the organizational structure and job redesign and comb. Some of the downsized departments and positions are bound to produce a large number of surplus staff, at which time enterprises must lay off employees. As a result, a large number of surplus staff to be resettled, the resulting a series of problems and difficulties, not only to the enterprise internal caused great shock, also can bring significant social impact, dealing with bad will bring bigger risk to enterprise management and image.

When the business performance is poor, the market is shrinking, and the prospects are dim, the human resource crisis is more prominent in many enterprise crises. In this case, various situations may appear in the corporate culture crisis, and the scale of business and the reduction of internal organization and post establishment will inevitably lead to the crisis of over human resources. On the one hand, in this crisis, people are not stable, and talented people may change jobs in large Numbers. On the other hand, most ordinary employees, even those with poor abilities, are reluctant to be laid off. This is a complex situation. It often happens that those who want to be cut off cannot leave, while those who want to stay cannot.

After the failure of overambitious strategy, the high target human resource allocation caused a large number of redundant personnel, resulting in the human resource surplus crisis. In the early stage of the organization, the organizational structure and human resources were set according to the high strategic goals. However, when there is a large gap between the actual achievement and the target, the organizational platforms at all levels are overcrowded with people floating on the job, causing the crisis of human resource surplus. Finally, firms have to a large number of layoffs, and at that time could lead to social or talent centre is full of these layoffs down flow force, both affect the company's image, is also a kind of irresponsible to employees.

When an employee retires or leaves a job, an already vacant position can be cancelled or replaced. When there is a requirement for new jobs, from the original a surplus on the post training selection operators, strengthen job rotation and internal consumption, in short to reduce external introduction of new employees, but that is only very little to solve the problem of excess.

Enterprises can negotiate with employees to advance the retirement age of employees' shares, and allow or encourage employees close to retirement to retire early. In general, the implementation of the early retirement can bring long-term benefits to the organization, old employees usually occupy a more important jobs, if they retire ahead of schedule, you can give young and middle-aged workers can create more opportunities for advancement, is beneficial to the development of the organization talent and progress. Moreover, older employees generally have higher employment costs and lower contributions than younger employees. Early retirement can improve the efficiency of the organization's human resources utilization, but it also depends on the position and personnel.

This approach not only partially reduces the problem of overstaffing. It can also effectively reduce the financial burden. When employees need it, we can give them more unpaid holidays, no layoffs, and a reserve of talent for later periods.

Whether large or small, the most direct way to cut labor costs quickly is to lay off workers. In order to solve the excess personnel crisis, can implement strict performance appraisal system, in order to streamline institutions, cut some efficiency is not high, along the employees, but also can form good competition among employees, after that, but also pay attention to the remaining employees psychological stability, improve work efficiency after restructuring.

For excess or may become excess personnel staff, organizations can train them to make, for these workers again obtain employment information, help them in the organization or to the market to find jobs. Various methods are different in the speed of solving the problem of overstaffing and the degree of injury to employees. The organization can choose appropriate measures to apply them according to its own actual situation.

There are three major parts of human resource crisis in enterprises, and this paper is from the perspective of overstaffing. _ this paper, mainly from the signs of the human resources surplus, the reasons of excess of early warning mechanism of the process is analyzed in detail, finally gives the processing methods of enterprise human resources crisis. This article is not involved in the early stage of the human resources crisis prevention methods, policy, such as good human resources planning, mainly from the rear, namely how to identify whether there is any personnel surplus phenomenon, excess human resources crisis happens and how to deal with, and so on. Due to the limited resource capacity, there is no detailed description of the design of some indicators of the overstaffing early warning system, but only the overall process of the whole early warning system.

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