1 Reasonably determine the basis and follow the allocation principle.
In order to make the best use of people, make the best use of things, make the best use of people and give full play to the role of human resources, we must scientifically determine the basis of talent demand.
First, according to the needs of the organization, the allocation of human resources must meet the overall requirements of organizational development and grasp the overall development trend. At the same time, the demand of human resources in various departments is regarded as the basic basis of human resources allocation.
Second, according to the development goals, the overall development plan of the organization is regarded as an important basis for the allocation of human resources. Organizational development goals determine the total amount of human resources allocation, the quality structure of human resources and professional types.
Third, according to the supply capacity, the allocation target of human resources should be based on the supply capacity of human resources inside and outside the organization, fully understand the market situation of human resources inside and outside the organization, seriously consider the job vacancies caused by the promotion, retirement and mobility of employees in the future, and formulate supplementary allocation plans for various departments.
Fourth, according to the development priorities, the organizational development goals must include important development contents, and the key development goals determine the key departments to accomplish this task. Therefore, it is necessary to thoroughly investigate the overall personnel distribution of the unit to ensure the requirements of important departments for the quantity and quality of human resources. At the same time, we should fully grasp the human resources of other departments and ensure that the staffing situation is sufficient to support and cooperate with key departments to complete tasks. The rational and effective allocation of human resources must also follow the following principles:
(1) The principle of proportionality between ability and responsibility. The rational allocation of human resources should consider the matching between the organization's post requirements and the quality and ability of personnel, so that people's ability and level correspond to the post level requirements, thus strengthening the overall function of organizational human resources. Whether it is a management position or a technical position, there are levels in the organization, and different levels have different requirements for people's quality, ability and responsibility. Although everyone is in a state of dedication, their ability and level are limited. Therefore, the allocation of post personnel should correspond to the scope of responsibilities;
(2) The principle of proportionality between advantages and posts. As early as the rise of Taylor's scientific management theory, Taylor once put forward the standard of selecting employees: "selecting first-class talents." The so-called "first-class talents" [1] refers to those who are most willing to do a certain job and are most capable of doing a certain job. Obviously, people's growth process is influenced by many innate factors, so they will form different personalities and hobbies. Everyone has different advantages. Therefore, innate advantages and acquired training will locate everyone's growth direction. The scientific method of employing people is to "foster strengths and avoid weaknesses" to ensure that advantages are commensurate with positions;
(3) The principle of proportion between adjustment and development. Although we assign personnel to each job according to the principle that advantages are commensurate with posts, the positioning of personnel is not always the same. With the development of the organization, the organizational objectives and work contents will change, and the ability requirements and responsibilities of the post will also be adjusted accordingly. Therefore, when the job content and responsibilities change, the staffing should also be adjusted to ensure that the principle of matching advantages with posts is always followed and the personnel are appropriate;
(4) The principle of combining internal and external factors. There are two main ways to select personnel: internal selection and external recruitment [2]. Both methods have their own advantages. The internal selection mechanism has a stronger incentive effect on employees. Organizations can more accurately grasp the strength level and work style of employees and understand them more thoroughly. Employees are more familiar with their own organizational culture, can enter the working state as soon as possible, and reduce the adaptation period. External recruitment can select talents in a wider range. It can bring new knowledge and new features to the organization, but at the same time there are some employment risks, such as employees not adapting to the environment of the unit, long running-in period, and the unit not knowing the strength of the personnel to be hired. Through comprehensive comparison, the effective employment method is to fully tap the potential of internal personnel first. "A skillful craftsman has nothing to spare". When it is really necessary to recruit talents from outside at the critical moment of organizational development, we should also emancipate our minds and broaden our horizons, and we should not lock the scope of employment in the enterprise. From the point of view of theory and practice,
2. Create a good environment and improve allocation efficiency.
The process of human growth is inseparable from the social and family environment. In a good environment, people will feel that life is full of sunshine, colorful, positive, confident and full of vitality. On the contrary, people will feel depressed, negative and avoid it. An organization is a big family composed of all its members. A good organizational culture will make its members feel proud and confident, willing to devote themselves to their work with high enthusiasm and show their talents. Therefore, the organization should be improved.
First of all, fairness. Adams, an American psychologist, put forward the theory of fairness in his book Unfair in Social Exchange. The main point of this theory is that people's enthusiasm for work is not entirely related to the amount of compensation they get, but also related to people's judgment on whether the system design is fair or not. People always unconsciously compare their efforts and gains with others. And judge whether it is fair. The sense of fairness directly affects employees' work motivation, attitude and behavior. Any sense of unfairness will bring psychological imbalance to employees, thus losing the incentive significance [3]. Therefore, fairness in the organization is an effective incentive force, the foundation of harmony and the reference premise for evaluating employees' job performance. At the same time, this is also a measure. It is also the code of conduct and ethics for all staff to be human and do things. It not only affects the result of doing things, but also reflects the level of doing things. Only in a fair environment can organizations have a good cooperation order, thus achieving harmony in interpersonal relationships. Therefore, fairness is an environment that organizations must have when allocating human resources. In practice, it is embodied in the following links:
(1) Fair opportunity. Fairness of opportunity means fairness of starting point. We should evaluate the performance of members in the organization and give them corresponding rewards. We should also select outstanding members and entrust them with important tasks. Whether all these judgments are accurate or not depends on whether everyone stands on the same starting line. Therefore, we must ensure that all employees are treated equally and that people with the same qualifications have equal opportunities to participate.
(2) procedural justice. It includes the fairness of competition rules and the fairness of implementation rules, and the fairness of implementation process is an important guarantee of process justice. There is no way to ensure the realization of the fair goal, and its fairness is questionable;
(3) The result is fair. The goal of human resource development is to select employees or managers who meet the job requirements. Only fair results can ensure the accurate identification of talents and the most reasonable allocation of human resources.
Secondly, respecting the environment means trying to form an atmosphere of mutual respect between managers and employees. Managers are the leaders of organizations and shoulder the heavy responsibility of organizational development. When performing their duties for organizational work, employees should recognize the work of managers and respect the labor achievements of managers. At the same time, the object of management is people who play a role in different positions. Obviously, management activities should start from people's needs and desires and aim at improving work efficiency. Complete the task, improve people's quality and improve people's living environment. Therefore, organizational management is fundamentally about solving people's problems. Only by respecting everyone's value and contribution can we give full play to people's intelligence. Only by respecting everyone's rights and their needs for self-realization and success in life can we be respected. Therefore, organizations should actively implement the people-oriented principle and inject more "humanization" and "ethics" into management.
Third, trust and organizational management are nothing more than integrating people with the same goals into an efficient model through the norms of mutually beneficial cooperation. Adding trust factors to an organization can promote interpersonal communication, enhance organizational cohesion and reduce the cost of organizational operation and management. Trust can also give employees a more relaxed atmosphere, create a broader space, and promote the spontaneous positive behavior of members [4]. Trust also helps employees better understand the wishes of managers. Actively cooperate with and obey the management mode of organizational authority. Trust is an invisible and intangible asset, which can continuously gain benefits for the organization. The lack of honesty will inevitably lead to the increase of transaction costs and the decline of organizational competitiveness. "An environment that can promote a strong trust relationship can give less management and more freedom, respond to more emergencies in time, and stimulate the vitality and creativity of members. And provide a stronger sense of survival security and satisfaction "[5]. To this end, employees need to abide by the professional ethics requirements of honesty and trustworthiness, and managers need to "use people without doubt" and "doubt people without need" and gradually establish an organizational culture of mutual trust and cooperation within the organization.
3. Develop effective measurement standards to test the effect of resource allocation.
To allocate human resources reasonably and effectively, there must be appropriate measurement standards. Usually, whether the allocation of human resources is optimized is measured by the following aspects:
(1) people's ability to adapt to the total amount of work. How to measure the allocation effect of human resources depends on effective standards. The standard itself should proceed from reality and have strong operability. As the saying goes, "Jump and pick peaches". The standard is too high, it is difficult to achieve, and employees will give up; The standard is too low, losing the motivation to move forward. So the standard should be achieved by most people through hard work. For the whole organization, the establishment of organizational goals should be based on the ability level of all members, and the total amount of work should not be divorced from reality;
(2) people's ability to adapt to the work. There are many ways to combine people with posts, and people with corresponding expertise should be selected according to the different contents and characteristics of posts. An important goal of human resource allocation is to assign all kinds of people to positions that can give full play to their expertise, so that people can do their best. The right person can do the right thing. Therefore, the organization should summarize and classify the abilities and characteristics of existing personnel according to the results of human resource evaluation.
(3) People's abilities are commensurate with their responsibilities. The effect of human resource allocation is largely reflected in the quality of post allocation, that is, whether the difficulty of work is consistent with people's ability level. When selecting talents, people with corresponding abilities should be selected according to the post requirements for personnel qualifications, so as to ensure the input-output ratio of human resources. On the issue of matching ability with responsibility, we should avoid the tendency of "high consumption of talents", that is, excessively raising the standard conditions when recruiting personnel.
(4) people's ability to adapt to the workload. From the perspective of sustainable development of job matching, the efficiency of human resource allocation should also be considered from the future state, that is, whether the number of jobs can adapt to people's affordability, so that human resources can maintain physical and mental health and work efficiency for a long time. This requires further investigation of factors such as the labor intensity and working environment of employees. Both mental work and manual work should be moderate to form reasonable pressure and motivation.
4 conclusion
To sum up, the allocation of human resources will ultimately achieve the best effect of combining people with posts. Therefore, different management measures should be taken for members in different States: employees who work hard and have high performance should be given heavy responsibilities. For members with weak working ability and good performance, the organization should maintain their enthusiasm for work and improve their ability through training. For employees with poor performance, organizations should find out the factors that affect their performance from work attitude and other aspects. Help them work more actively. For employees with insufficient ability and low performance, we should pay attention to whether they can improve their current post performance or readjust their posts through training. At the same time, to ensure the best performance of the combination of people and posts, we should also establish and improve the relevant systems that affect the rational allocation of human resources, such as human resource planning system, job analysis and evaluation system, fair job performance evaluation system, effective incentive competition system and cultivate a good organizational culture system. In a word, we should improve the human resource management system.