A, the meaning of posts and personnel quota
(A) the basic meaning of post and personnel quota
Fixed posts and personnel quota refers to the process of determining the post setting and the number of personnel in each post through scientific methods under the condition that the organizational structure of the enterprise is determined.
In practical work, there is still a general term for "three definitions", but the specific contents of the three definitions vary according to different situations. For example, in the reform of the central government from 65438 to 0998, the "three decisions" were to stipulate institutions, functions and staffing; In enterprises, "three decisions" generally include posts, personnel and personnel; In addition, there is also the title of dual management, which refers to labor quota management and quota management. The purpose of releasing these related concepts here is that these concepts have certain fuzziness, and the specific direction of fixing posts and personnel should be determined according to the specific situation in actual work.
(b) the nature of the position and personnel
After the organizational structure is determined, how to realize the efficient operation of business processes and the effective achievement of departmental responsibilities is the primary problem, and specialized division of labor is the basic method to achieve this goal. Therefore, from the perspective of division of labor, fixing posts is to fix a series of tasks with the same or similar responsibilities and processes in the department by one person or a group of people. The essence of job creation is division of labor, and the number of employees is to improve efficiency and reduce costs on the basis of division of labor. Therefore, a post is a collection of related tasks.
The problem of needle making described by Adam Smith in his immortal book The Wealth of Nations vividly shows the relationship between division of labor and fixed posts: if each worker completes the whole process of needle making from pulling, straightening, cutting and grinding, then each worker can make up to 20 needles a day; If the whole process is divided into several processes, and each worker completes one process, the output per person per day will increase by 4800. Post-fixing is to break a whole into several parts according to the principle of specialization, and then merge tasks with the same or similar nature into one post.
Each group of the same or similar tasks constitutes a post, but the total amount of a group of jobs that constitute different posts may be different. Some task groups may need more than one person to complete, while others may not be able to meet the workload of one person every working day. More importantly, it is necessary to rationally coordinate the proportional relationship between various tasks. At this time, the staffing problem appeared. Staffing is to provide corresponding personnel for each post and keep the coordination of work progress between each post.
It can be seen that the concept of fixed posts and personnel is a relative concept. The post and personnel quota must be designed according to the actual situation of the enterprise (including business process, technical conditions, staff quality, etc.). ). It is precisely for this reason that there is no absolute mode of fixing posts and personnel in the world, especially the problem of fixing posts and personnel for managers, so fixing posts and personnel has become a universal problem.
(C) the process of job creation and talent development in Chinese enterprises
In the planned economy stage, the work of fixing posts and personnel in enterprises is stipulated by the state administrative order. During this period, I mainly studied the labor quota method in the production management of the former Soviet Union. Generally, labor capacity management organizations have been established in various industries, and enterprises have also set up special personnel quota management departments or posts to regularly revise the personnel quota and personnel quota, which has laid a good foundation for enterprises to establish posts and personnel quota. However, there are also many problems in this period, which are mainly manifested as: strong administrative color, emphasizing the positions and quotas of front-line production personnel while ignoring the positions and quotas of management positions, and easily ignoring the specific characteristics of different enterprises in administration.
For a long time after the reform and opening up, the focus of enterprise reform was opening up and invigorating, and the work of fixing posts and personnel was put on hold. Except for large industries such as petroleum and electric power, most enterprises even lost their original work foundation and achievements. Management plays an increasingly prominent role in enterprises, but the number of management posts and personnel is still at a relatively primary level in many enterprises, especially in a large number of emerging industries and enterprises.
Second, the influencing factors and principles of job creation
The essence of job creation lies in the division of labor. Therefore, after determining the organizational structure, it is a basic principle for enterprises to set posts below the department level, that is, to merge the responsibilities of departments and the same or similar tasks in business processes into one post. It can be seen that the post setting is mainly based on professional experience decision-making methods.
When creating a position, the following influencing factors and principles should be considered:
(A) the main influencing factors
1. business process: business process is the process for enterprises to realize value. In layman's terms, business process is how enterprises "do things". In different enterprises, the responsibilities of a department are the same (that is, the same thing), but due to the differences in processes (that is, the way of doing things), the post setting may be different.
For example, the original business process of enterprise after-sales service department is that after-sales service receptionists answer customers' maintenance calls, and they classify the information and pass it on to technicians. Because of the time delay of information transmission, the big customers are not satisfied. Later, the company classified customers according to the scale, and large customers could directly contact after-sales service technicians to provide technical services at the first time. The change of workflow directly affects the post setting of after-sales service department.
It is also a good opportunity to re-examine business processes. Enterprises must optimize their business processes when re-examining their positions.
2. Technical level. Technical level is an important influencing factor of post setting. For example, when boarding at the airport, using the original manual handling method requires a large number of handling personnel; With the adoption of self-service check-in equipment in airports, this kind of work will gradually decrease.
Technology is reflected in the development from manual to automation in production posts, and in the continuous emergence of new management methods and tools in management posts. For example, the emergence of marketing department and human resources department depends on the development and perfection of marketing theory and human resources theory.
3. Customer demand. Customer demand has an impact on post setting. For example, when banks launch various financial service products, many customers are at a loss when handling business, which also increases the time for customers to handle business. So the bank set up a lobby manager in the lobby to answer customers' questions, which not only facilitated customers, expanded their business, but also improved the efficiency of business handling.
Especially for the tertiary industry, rapid response to customer needs has increasingly become an important factor in enterprise post setting.
4. The ability of employees. Ideally, post setting only considers standardization, that is, how to optimize efficiency, but some post settings under this idea can only be competent by "superman", so the ability level of employees must be considered in post setting. The meaning here is not the ability to accommodate employees, but to consider the situation that the reality may satisfy.
5. Cost pressure. The practices of large enterprises and small enterprises are obviously different, because the cost advantage is the competitive advantage of small enterprises, and small enterprises cannot afford the high operating costs of large enterprises. Some human resource management experts pointed out that labor cost is the most directly controllable cost, so this cost is bound to affect post setting.
6. Competitors' practices. That is, what is the competitor's post setting, which is the so-called pole method, and the competitor's post setting experience is a ready-made teacher.
(B) the basic principles of creating jobs
1, set up a post if necessary. The relationship between posts and people should be set and configured, and the post setting must be set according to the responsibility scope of each department of the enterprise and cannot be reversed. Many enterprises also have the phenomenon of setting posts by people, and it is not useless to set posts by people. However, setting posts by people can only be a tactical arrangement for a few high-end talents or state-owned enterprises to reduce the resistance to reform, rather than a general state.
2. The principle of cooperation. Post setting emphasizes specialized division of labor, but effective coordination between posts is also particularly important. Therefore, effective integration on the basis of division of labor can make the responsibilities of each post clear, coordinate up and down, and maximize the efficiency of enterprises.
3. The principle of minimum number of posts. It is necessary to save labor costs to the greatest extent, but also to shorten the information transmission time between posts as much as possible, reduce the attenuation effect in information transmission, and improve the combat effectiveness and market competitiveness of the organization.
4. Customer-oriented principle. Creating value for customers is the foundation of an enterprise, so job setting must be considered from the customer's point of view. The customers here include not only external customers but also internal customers.
5. Monitoring principle. In an enterprise, there is a monitoring relationship between some positions, such as accounting and cashier in finance, which must be established separately.
6. General principles. Post setting should be based on normal circumstances, not special circumstances.
(C) the new trend of post setting
With the development of enterprise external environment and management practice, there are some new trends in post setting:
1, extended after. Specialized division of labor makes employees highly specific and improves labor efficiency, but it is also easy to cause employees to feel monotonous and bored with their work; At the same time, a high degree of specialization is not conducive to information communication between posts, which easily leads to lack of vitality and inhibits innovation. Therefore, many enterprises appropriately expand the scope of work when setting posts, thus avoiding the above problems.
2. Teamwork. Enterprises are increasingly adopting the mode of team work, such as R&D team, marketing planning team and other teams that emphasize creativity. In team work, there is only a general division of labor, and there is no absolute post boundary. Team members emphasize their role in the team and play a role according to their ability rather than their position. If we emphasize the position in the team, it will destroy the working atmosphere of the team and inhibit the advantages of the team.
3. Flexible post setting. Some people put forward the method of post setting based on ability, which is characterized by vague post objectives and responsibilities, and employees don't have to stick to the scope of post responsibilities, which is conducive to giving full play to their personal advantages and making enterprises have flexibility to cope with market changes. This form is particularly prominent in the tertiary industry, because the tertiary industry is highly dependent on people, and the ability and enthusiasm of employees have a great impact on work tasks.
The above are some new trends in post setting under the new economic conditions, but in China, a country with manufacturing as the mainstay and underdeveloped tertiary industry, these trends are not mainstream at present; Moreover, these trends are formed on the basis of standardized professional division of labor, not a denial of division of labor, but a development of division of labor.
Third, the basic steps and methods of staffing
Quota is a combination of open and transparent game procedures and scientific and reasonable research methods.
Because there is no tool and method that can completely and quantitatively measure the workload of a post like a ruler, even though Taylor's time research and action research are more effective for manual labor, it is not without sighs for mental labor. Moreover, it is difficult for many enterprises to completely separate physical labor from mental labor at present. In other words, staffing can't be "absolutely objective". Due to the differences in positions and interests between managers, subjective factors in staffing are bound to exist. In this sense, an open and transparent game program is even more important than a tool method.
(A) two different ways of enterprise staffing
One is the gradual summary from bottom to top, and the other is the gradual decomposition from top to bottom. According to the general experience, the bottom-up approach often exaggerates the staffing due to the lack of overall scale restrictions, and ultimately requires the company's top management to strongly compress the staffing. Therefore, the top-down method determines the overall size of the enterprise from the beginning, and decomposes it one by one, emphasizing the overall restrictions of the total size of the enterprise and the total size of the department on the staffing of the post, so that all departments can consciously determine the staffing at a reasonable level.
At the same time, any enterprise has a problem of limiting the overall size of personnel, and its limitation is the proportion of labor costs determined by the breakeven point of the enterprise to the total sales of the enterprise.
(2) Steps to determine the number of personnel
1. Determine the total size of front-line business personnel.
Business personnel directly provide services or manufacture products for customers, so they can be directly obtained according to quantitative factors such as the business scale or output of the enterprise. The specific method is as follows:
(1) Staffing by equipment. For production enterprises, each equipment has a rated nursing quota or operating post. For example, the number of textile workers in textile enterprises is determined according to the nursing quota of textile machines, and the calculation method is as follows: post quota = number of equipment (sets)/nursing quota (sets/person).
Other production enterprises can determine the number of production personnel according to the positions determined during the design of production lines. For example, the rated personnel quota of a certain type of gravure press in a printing enterprise is 3, that is, it must be turned on by 3 people, which is actually one of the storage quotas.
(2) For service enterprises, there is a relatively stable proportional relationship between production personnel and service objects. Taking catering enterprises as an example, there is a certain proportion between the number of diners and the number of service personnel, and the scale of service personnel can be calculated according to this proportion.
(3) according to labor efficiency. According to the total design output and general per capita labor efficiency of the enterprise, the total number of production personnel can be calculated. For example, under a certain level of automation, there is an index of per capita coal production of coal mining enterprises.
(4) According to the labor cost. In another case, the number of employees can be fixed according to the labor cost. For example, the coal mining enterprises mentioned above can calculate the total number of production personnel with the labor cost content of one million tons of coal.
Generally speaking, the production post quota is the most convenient for quantitative calculation and the easiest to reach an agreement. Using the above method, the quota standard of production personnel in different positions can be directly calculated.
2, determine the total size of management personnel.
There is a certain proportional relationship between managers and production posts, which generally varies from industry to industry. Generally speaking, the more intensive the labor, the lower the proportion of managers, while the more intensive the capital and intelligence, the higher the proportion of managers. Every industry has a suitable proportion range, and enterprises can reasonably determine the proportion with reference to industry benchmark enterprises, average level and their own situation.
Governments and trade organizations in western developed countries generally publish relevant proportional relations on a regular basis, but there is no corresponding mechanism in China. The following table is the statistics of banking jobs and salaries in 200 1 year released by the US Department of Labor:
3, according to the department post setting, rational allocation of management personnel of various functional departments.
After the total headcount of managers is determined, the total headcount is allocated to each department according to the department settings determined by the organizational structure. The draft discussion can be put forward by the human resources department on behalf of the enterprise staffing working group. The distribution principle is as follows:
For the human resources department, it can be determined according to a certain proportion of the number of employees;
For the financial department, we can mainly consider the financial workload determined by the company's business volume;
For the sales department, the sales area management mode can be determined according to the company's sales mode;
For the administrative department, it can be determined according to a certain proportion of the number of employees;
Among them, the R&D department is special and has certain independence, which mainly depends on the R&D strategy and R&D investment of the enterprise.
At the same time, all departments should pay attention to maintaining a reasonable proportion of personnel.
4. Select staffing experts, set up a staffing committee, and appropriately adjust the total staffing of the department by Delphi method.
Staffing experts are composed of company executives, department managers and external industry experts.
Present the above calculation process and results to internal experts in the form of a concise list, so that they can make appropriate back-to-back adjustments according to their personal opinions, and indicate the reasons for the adjustment; After collecting the opinions, the human resources department comprehensively handles them, and then feeds them back to the experts for the second round of soliciting opinions. According to the degree of agreement, face-to-face forums can be organized after two rounds, and experts can publicly express their opinions and bargain.
Finally, we can get the total number of people in each department who have reached an agreement. When checking the total number of employees, we should consider the factor of attendance and leave a reasonable space for employees' normal personal leave and sick leave. Attendance can be determined by referring to the historical data of enterprises.
5, by each department according to the post setting will post quota decomposition into.
The process of layer-by-layer decomposition has outlined an increasingly clear framework for the internal staffing of various functional departments. In fact, after the department staffing is determined, the difficulty of determining the post staffing is greatly reduced. The specific method is as follows:
(1) Process analysis method: determine the staffing of each position according to the total workload of the processes included in the position.
(2) Responsibility analysis method: determine the post quota according to the number of job responsibilities.
In fact, these two methods are both subjective analysis methods, but under the premise of determining the department staffing, the heads of various departments are fully capable of reasonably determining the post staffing according to the two factors of process and responsibility. The reason why department heads are unwilling to reasonably determine the number of employees is that there is no limit on the total number of employees in the department, there is a game mentality of increasing the number of employees in the department, and there is no self-restraint motivation to reduce costs at the department level, which will be discussed below.
6. personnel finalization.
When breaking down the department headcount, there may be problems that the number of approved personnel is not reasonable, and the total headcount of the department needs to be re-approved; There is also the overall analysis of the results of the decomposition to the post, and finally determine.
At this point, the whole process of staffing is basically completed.
(III) Matters needing attention in staffing
1. Continuously accumulate staffing data to provide support for staffing.
Industry data and historical data of enterprises are the most powerful basis for enterprise staffing, but many enterprises lack systematic data accumulation, which brings certain obstacles to staffing. The human resources department should pay special attention to the collection and accumulation of relevant historical data and industry data to provide support for the approved staffing of enterprises.
2, a correct understanding of the significance of quota, strive for the attention and support of enterprise executives.
Today, the cost has become the life and death line of enterprises, and the quota is becoming more and more important. We should understand the importance of quota from the height of enterprise competitiveness. Therefore, the attention and support of the top management of the enterprise is an essential factor for the success of the quota.
3, the use of open and transparent decision-making procedures, so that all departments can fully express their opinions.
The human resources department often becomes the target of public criticism in the staffing of enterprises, and all departments regard the human resources department as a machete to reduce staffing. One of the reasons is that there is no opportunity to express opinions to relevant departments during the staffing process, so that they can passively accept the staffing results. Human resources departments should strengthen the openness and transparency of staffing procedures, let all departments actively participate in staffing, fully express their opinions, and turn black-box decision-making into open game.
4. Through the design of rules, all departments have the power of self-discipline.
Relying on external constraints, we can only reduce and restrict the speed of staffing expansion, but we can't really maintain a reasonable staffing level. This is because all departments lack the motivation of self-discipline. It is an effective way to form a benign staffing mechanism by dividing accounting units or simulating independent accounting to make each department become a self-discipline entity in form.
For example, if the sales department implements simulated independent accounting, pays sales expenses and an appropriate proportion of sales commissions, and controls the number of employees internally, it can effectively control its employees. For departments that are difficult to achieve independent accounting, such as the human resources department, we should also start with the restrictive relationship between the growth of the number of employees and the growth rate of wages, so as to make them have the motivation to reasonably determine the number of employees, that is, if the number of employees increases, the annual wage growth rate must be relatively reduced, or it can only be the same as last year, unless the number of employees is naturally increased in the stage of enterprise scale expansion.
5, correctly understand the role of quantitative standards and subjective experience.
It is absolutely impossible to completely quantify the staffing, and subjective experience plays an important role. Don't blindly believe in quantification, and excessive quantification may be harmful. Using reasonable procedures such as Delphi method to make subjective experience publicly expressed will not affect objectivity, but will be beneficial to the reasonable determination of staffing. The key is publicity.
6. Staffing is a continuous adjustment process.
The environment is constantly changing, and the staffing of enterprises is inevitably constantly adjusted. So there is no once-and-for-all staffing standard. The human resources department should do a good job in staffing maintenance, find problems in time, and make timely adjustments according to the situation of the enterprise.
This is a common problem in all kinds of organizations in the world. There is no fixed model or uniform standard, only the applicable one is the best. Therefore, how to fix posts and personnel is a constant discussion.
Fixed posts and personnel allocation is a basic work of enterprise post management. It involves the implementation of business objectives, the matching of the ability and quantity of employees, thus affecting the reduction of operating costs and the improvement of efficiency. In the era of planned economy in China, posts and quotas were undertaken by relevant state departments. With the increasingly fierce market competition, the establishment of posts and personnel has become an important part of the enterprise's own management. Then, what is the connotation of posts and personnel allocation under the new economic environment? What kind of posts and staffing do enterprises need? What are the basic forms of job creation and staffing?
First, the basic basis of post and personnel setting is the development strategy and business objectives of the enterprise.
What is the basic basis for the establishment of posts and personnel in enterprises? This point is not very clear in many enterprises, and it is often met with great resistance to ask one or some departments to lay off staff or personnel according to their feelings or impressions.
In fact, the basic basis of post and personnel allocation is the development strategy or business objectives of the enterprise itself. What kind of strategic goals an enterprise should achieve in a specific period constitutes the center of all its work, including posts and staffing. If the strategic goal of the enterprise is unclear or not at all, all the work of the enterprise will lose its direction and basis, including the setting of posts and personnel. This seems to be a very simple truth, but in practical work, we often encounter similar situations: the business objectives of enterprises are unclear, or clear but unscientific, in which case, posts and personnel cannot be fixed. Reluctantly, it is also unconvincing.
The purpose of post and personnel allocation is to realize the reasonable matching of "people, posts and things", so as to achieve the goal of "making the best use of people". The most important thing here is to understand the "things" that enterprises should do first. With a work goal, then you need the corresponding posts and people to do it. Of course, the strategic goal of an enterprise, that is, the determination of "things", is not a simple question, it must involve a series of internal and external factors of the enterprise, such as economic environment, market competition, technological change, customer demand and so on. Understanding the strategic objectives of an enterprise is the premise of its development.
Second, the specific basis for post and personnel setting is the workflow.
After the strategic goal is clear, it does not mean that the establishment of posts and personnel can be automatically carried out. The specific design of post and staffing needs to straighten out the workflow first. Earlier, we talked about the matching of "people, posts and things", in which "things" are the foundation. But there are many processes that can do the same thing. Different workflow will inevitably lead to different work settings. The optimized process can give the most effective job setting, while the old process easily leads to low job efficiency. Therefore, one of the prerequisites for the establishment of posts and personnel is "process optimization".
When it comes to process optimization, it is easy to think that it is a complicated job. In fact, the process is only the method and process to complete the task goal, and the optimization method and degree it can adopt can also be different according to the complexity of the goal. Process reengineering, involving the overall change of the enterprise, is an optimization, and small changes in local processes are also an optimization. As long as the new process can make the output greater than the output, it is a value-added process or an optimized process. We find out the key link in the optimization process, set it as a post, give it responsibilities, and allocate a corresponding number of employees according to the workload of this link, so as to achieve scientific and reasonable posts and personnel allocation.
Third, the establishment of posts and personnel should start with business personnel.
There are many jobs in enterprises, especially large enterprises with complex production (or service) processes. How to set posts and personnel for many posts? In fact, among these positions, the most important one is the one directly engaged in business, which is the core part of the survival and development of enterprises. We must first clarify these core positions. Secondly, all kinds of posts in an enterprise have certain proportional relations, and we should grasp these basic proportional relations in the setting of posts and personnel. First, the proportional relationship between direct and indirect business departments; The second is the proportional relationship between direct and indirect management positions; The third is the proportional relationship between management positions and all positions. Although the determination of various indirect operating positions should be based on their respective optimized workflow, the proportional relationship between them and direct operating positions must also be considered. These proportional relationships are gradually formed in the long-term management process of many enterprises, and they are the accumulation of continuous optimization of everyone's workflow. In some developed countries, government departments often make statistics on key indicators of various industries and publish them publicly, including the statistics of enterprise posts. Our enterprises can also obtain these data as a reference. The table is the statistics of the US Department of Labor on the relevant job data of the US banking industry in 20001year.
Four, the common form of post setting
There are many forms to choose from in specific design, which can be summarized into three common forms: task-based post setting, competency-based post setting and team-based post setting.
Task-based post setting is to decompose the clear task objectives layer by layer according to the characteristics of workflow and implement them in a certain post form. The advantage of this approach is that the job objectives and responsibilities of the post are simple and easy to operate. On-duty personnel can start work after simple training. At the same time, it is also convenient for managers to implement supervision and management, and it will have higher efficiency in a certain period of time. In this form, the post management within the enterprise mainly adopts a multi-level and detailed hierarchical structure. As long as employees have worked in this position for a certain number of years and have not made big mistakes, they can be promoted and raised. However, the disadvantage of this post setting is that it only considers the requirements of the task, and often ignores the personal characteristics of the incumbent, and the individual employee often becomes a vassal of the post. This form is very prominent in the era of mechanized large-scale industry: operators repeat the same actions day after day by the long assembly line. Over time, the enthusiasm of employees often plummets. In addition, because the task objectives can be quantified, the specific establishment of this post setting can also be calculated through quantitative indicators such as per capita labor productivity (or per capita profit).
Competency-based post setting is to decompose clear work objectives into posts according to the characteristics of workflow. But the difference is that the types of work are complex, the responsibilities are broad, and the corresponding requirements for employees' work ability are also comprehensive. The advantage of this setting is that the job objectives and responsibilities of the post are vague, so that employees will not stick to the scope of responsibilities set by a certain post, so that there is room for giving full play to their personal strengths, and then enterprises have the flexibility to cope with market changes. In this form, "broadband" management is often adopted for post management within enterprises, that is, the grades between posts are getting wider and wider. At present, many American enterprises have only six levels from top to bottom, and there is no clear division of responsibilities between posts at each level. The specific tasks undertaken by each post in an enterprise are completely adjusted according to the changes in the market. Because employees' personal performance is difficult to be as simple and clear as task-based job setting, this form will require giving the direct manager greater responsibility, and the direct manager will make decisions, supervise and evaluate his subordinates. But on the other hand, its shortcomings will also lead to increased uncertainty of work results, because the flexibility of employees has increased. At the same time, due to the higher requirements for employees' ability, labor costs and training expenses will also increase accordingly. This form is obvious in the era when the tertiary industry is dominant: many industries in the tertiary industry are highly dependent on people. In these industries, the ability and enthusiasm of employees have a great influence on the completion of work tasks, such as finance, insurance, consulting services, supermarket retail and so on. Because in this service industry, the tasks undertaken by specific posts need to complete a process in many cases, which is difficult to quantify. This post setting form often does not specify the specific number of personnel, but is controlled by a certain labor cost budget.
Team post setting is a more market-oriented and customized setting form. It provides customers with total added value (overall solution) as the center, and combines relevant positions within the enterprise to form a team to work. Its biggest feature is that it can quickly respond to customers and meet their various requirements. At the same time, it can overcome the problem that all departments and posts in the enterprise are self-enclosed and fragmented. For on-the-job people, working in a team composed of people with various skills and levels can not only use the collective strength to easily complete tasks, but also learn a lot from each other and maintain a good mental state. Obviously, this is an ideal form of post setting. However, this form requires high management and coordination ability within the enterprise, otherwise it will easily disrupt the war situation. At present, its application is not popular enough, and it is more used in those "project-oriented" companies, such as software design, system integration, consulting services, intermediary services, project design, engineering construction and so on. In this form of post setting, the determination of personnel is often combined according to the characteristics of customer requirements. Budget control methods are often used for labor costs.
At present, the confusion of many enterprises is that each department calls for fewer people, which leads to more and more personnel and higher labor costs, but the efficiency of enterprises has not improved. Therefore, enterprises hope to find effective ways to control the total number of employees. Enterprises often entrust this task to the human resources department. This kind of unilateral control only depends on the human resources department, and other departments lack self-discipline and it is difficult to be effective. What enterprises need is a mechanism that everyone can exercise self-discipline and self-control in personnel, not just a set of rigid regulations on posts and staffing.
Finally, the hard constraint of post and staffing is labor cost input. The labor cost input of enterprises is always limited in a certain period of time. In the case of limited investment, the restrictions on posts and numbers are self-evident. What human resource management should do is how to get the best combination of task objectives, jobs and number of employees with limited capital investment in a certain period of time.