Investigation report on the status quo of human resources management in Chinese enterprises

The "China Enterprise Human Resource Management Survey Report" was officially released. On April 24th, the "China Enterprise Human Resource Management Development Forum and Survey Results Conference" will be held in Beijing.

In August XX, the Enterprise Research Institute of the Development Research Center of the State Council and the China Human Resources Development Network jointly organized the "Investigation on the Status Quo of Human Resource Management in Chinese Enterprises in XX Year". The questionnaire survey and interviews were used to conduct a large-scale analysis of the human resources management of Chinese enterprises. Investigation.

The "Investigation on the Status Quo of Human Resources Management in Chinese Enterprises" began in August XX. As of the end of November, nearly 15,000 companies participated in the survey. Due to the stricter requirements on statistics, the effective questionnaire for the analysis was 1,883. The effective samples are geographically distributed and basically cover all provinces and cities across the country.

The Enterprise Research Institute of the Development Research Center of the State Council organized a number of human resource management experts to complete the "China Enterprise Human Resource Management Survey Report" after conducting statistical data and systematic analysis of valid samples of participating enterprises. According to the functional modules of modern enterprise human resource management, the survey report is divided into eight parts: system construction, job management, personnel recruitment, performance management, employee training, compensation and benefits, social security, and senior management. The summary of each part of the "Investigation Report on the Status Quo of Human Resources Management in Chinese Enterprises" is summarized as follows:

Current status of system construction

Abstract: Through the analysis of the overall situation of the construction of human resources management system in domestic enterprises, the construction of human resources management system in different backgrounds and the construction methods, and the comparison of the differences in the construction of human resources management systems between different background companies, it is considered that Chinese enterprises are The management of human beings is still in the transition period from traditional personnel management to modern human resource management, and strengthens the construction of human resources management systems in modern enterprises, especially? The strategic human resource management of “care for employees' career development” is imperative; different background enterprises have obvious differences in the construction and implementation of human resource management systems.

Enterprise human resources status

Abstract: The human resources of different background enterprises in China have obvious differences in age structure, education level and human resource management personnel allocation. Domestic enterprises basically allocate one human resource management personnel per 100 employees; the smaller the enterprise personnel, the more human resource management personnel are configured.

Status of job management

Abstract: Chinese enterprises have basically the same attitude towards strengthening the standardization of post management through post analysis, but the standardization of management needs to be further improved. Most enterprises have undergone organizational restructuring and personnel adjustment, and mainly focus on small-scale local adjustment. The results of corporate job analysis are mainly used in areas such as assessment, recruitment, salary design, and staff position adjustment. The sense of identity of firms in the role of job analysis in human resource management is highly consistent. There are certain differences in the management of post positions in different backgrounds.

Current status of employment

Abstract: The labor employment of Chinese enterprises has been initially standardized and gradually marketized. The company publishes labor and employment information mainly based on job fairs, supplemented by media advertising and talent exchange centers. Recruitment from the society has become the main source of new personnel in Chinese companies. Interview is an indispensable part of the company's recruitment. Most companies have the ability to enter and exit the employment mechanism. Further analysis shows that the employment of small and medium-sized enterprises, construction enterprises, wholesale and retail catering enterprises is high, but it is urgent to strengthen the construction of labor employment system and earnestly implement labor regulations; western enterprises are weaker than institutional construction, and central enterprises are weaker than system implementation. The listing of enterprises has promoted the standardization and marketization of their labor.

Status of personnel performance assessment

Abstract: Personnel performance appraisal has not yet become a human resource management work that Chinese enterprises must carry out. The results of personnel performance appraisal are mainly used for "bonus distribution" and "remuneration adjustment". Establishing an evaluation index system is an essential work for performance appraisal of most enterprise implementers. State-owned enterprises, especially in the financial industry, hydropower and gas industry, transportation and warehousing, postal industries and other industries have established a wide range of assessment systems and implementation assessments, but their implementation is weak and the assessment results are generally effective. The larger the scale of the enterprise, the better the rules and regulations and implementation management of personnel performance appraisal. The performance appraisal effect of small and medium-sized enterprises is worse than that of small enterprises and large enterprises. Listing has promoted the company to improve the performance management level of personnel.

Current status of enterprise staff training

Abstract: Through the questionnaire survey and effective data analysis of the training status of employees in different backgrounds in China, it is found that the training of enterprise employees is still in an unstable and low-level state, and the benefits of training work are difficult to reflect; the institutionalization and standardization of training are more Low, the existing training is out of the actual situation, and it is necessary to reflect on the purpose, tasks, content and methods of enterprise training.

Current status of compensation management

Abstract: Most employees in China are satisfied with the salary; most enterprises implement classified management in salary management, and the compensation structure of technology, sales and other personnel are different; the main form of long-term incentive is virtual stock; the monthly income of most enterprises per capita Between 800 and 2,500 yuan, the ratio of labor costs to total costs of most enterprises is less than 30%; enterprises generally refer to the experience data of similar enterprises and the historical standards of the enterprise to determine wage standards.

Relevant social security status

Abstract: The social security system is an important policy environment for enterprise human resource management. The survey found that the social insurance companies' social insurance rates and the socialization rate of retired employees are still far from the broad coverage targets, and different types of enterprises. The difference is great. It is necessary to deepen reform, strengthen law enforcement and supervision, and create a fairer market competition environment for enterprises; enterprises must also raise awareness, implement various social security systems, consider human capital investment in the long run, and establish a market economy and modern enterprises. The human resource management system required by the system.

The status quo of senior management of enterprises

Abstract: The decision-making role of the board of directors of Chinese enterprises has been significantly enhanced, but the main methods for the top management of state-owned enterprises are still appointed by superiors or industry institutions; the executive compensation income is diversified, and about one-third of enterprises have established long-term incentives. According to the plan, the income level has been greatly improved; the establishment of the qualification system for senior management personnel is still in its infancy; it is necessary to establish a sound corporate governance structure and actively promote the innovation of reward incentive mechanism based on business performance. The Survey Report on the Status Quo of Human Resource Management in Chinese Enterprises is the largest and most authoritative survey in China's human resources management research field. It truly reflects the current situation of human resource management in Chinese enterprises and provides future human resources management for Chinese enterprises. The development of the personnel policy and the formulation of personnel policy guidelines of relevant government departments have further provided a strong reference.

This achievement is the first time in China, and the results of the investigation report have attracted the attention of relevant departments and enterprises. Given the central high

Paying attention to the national talent strategy and related system construction and policy issues, in order to improve the enterprise human resource management system and improve the level of human resources management, and jointly discuss the major issues of human resource management in Chinese enterprises, sponsored by the Development Research Center of the State Council and the Development Research Center of the State Council. Enterprise Research Institute, China Human Resources Development Network (English)