The first part is the current situation of human resources in the company.
I. Analysis of Human Resources Structure of Group Headquarters
(1) There are 1 19 employees in the group headquarters, of which 1 1 employees are senior managers, accounting for 9%. 24%, 24 middle-level personnel, accounting for 20. 2%, 84 people at the grassroots level, accounting for 70. 6%
(2) There are currently 107 employees in the headquarters, excluding basic logistics support posts, among which the ratio of male to female is as follows.
(C) Analysis of the structure of senior team
The senior team has a good age structure, with an average age of 44 years old, young and strong, and a reasonable academic structure. The full-time first degree is in junior college or above. There are 6 people (55%) with the first-class construction engineer certificate, 36% of whom are senior engineers, 18% are intermediate engineers, 18% are assistant engineers and 28% are assistant engineers.
The structural defects of the top ranks are mainly that 73% of the top ranks are engaged in project construction and project management, with a seniority of over 10, and lack of professional training in enterprise management. Only two of the top ranks in10 were introduced through social recruitment in 20 12, and they have certain experience in modern enterprise management. The matching degree of professional titles and qualifications of senior staff is not enough to meet the development needs of enterprises.
(D) Analysis of middle-level team structure
The average age of middle-level teams is 38. 7 years old, the age structure is as follows:
Analysis of the length of service structure of the middle-level team: 54% of the existing staff were introduced through social recruitment after the restructuring in 20 10. The advantage is that these people not only have certain new knowledge and skills, but also have good work experience, and the disadvantage is that they lack knowledge of the construction industry. The rest of the employees who joined the company before the restructuring have worked in Zhongheng for more than 10 years, and they have a high degree of corporate loyalty. At the same time, they lack professional professional training and literacy.
Analysis of the structure of the first degree of middle-level team: undergraduate course accounts for 29%, junior college accounts for 46%, and secondary school and junior college account for 25%. Through correspondence or other forms of on-the-job education, 90% of employees with junior college education or below have been promoted and obtained junior college education or above, while two middle-level employees have obtained MBA master's degrees.
Analysis of the professional title and qualification structure of middle-level teams: 8% are senior workers, 13% are intermediate workers, 17% are assistant workers, and 62% have not obtained any professional title. In terms of qualification, 8 (33%) middle-level builders have obtained the first-class construction engineer. The defect is that the holding rate of professional titles and qualifications is too low, which needs to be improved.
(E) Analysis of the structure of grass-roots teams
The average age of grass-roots teams is 30. 6 years old, specifically as follows:
The first education structure of grass-roots teams is as follows:
Analysis of length of service structure of grass-roots team
Title and qualification structure of grass-roots teams
At present, only three of the 84 grass-roots employees in the headquarters of the company have state-owned intermediate engineers, 14 are assistant workers, others have no professional titles, and only 1 holds the first-class constructor certificate in terms of qualification, and most of the grass-roots employees do not have the constructor certificate (the second-class temporary position held by some old employees is of little use in specific business according to national policies), which means that these employees will be added by the first-class constructor of the company in the future.
Second, the analysis of human resources structure of the business system of the Division, offices and branches.
1。 The company's business volume and income depend on the personnel level of the company's management system. At present, the company's management personnel are 7 1 person, including 6 business divisions (Jiangxi, Chengdu, West, Yangtze River Delta, Pearl River Delta and Bohai Rim), including 9 general managers and deputy managers of the business divisions, 32 office operation representatives, 24 branch business representatives and 6 management posts of Jiangxi business division.
2。 The average age of management system personnel is 30. 6 years old, of which 6 1% are under 30 years old. The age structure is relatively reasonable, as follows:
3。 40% of the existing business personnel have the first degree in civil engineering, and the remaining 60% are mainly management and comprehensive, without marketing.
4。 Analysis of the educational background structure of management system personnel: secondary school education or below accounts for 40%, junior college education accounts for 50%, and undergraduate education accounts for 10%. The relative educational background is generally low, and the overall quality of system personnel needs to be improved.
5。 Analysis on the age structure of managers;
6。 Analysis of professional title and qualification structure of operators: At present, among 7/kloc-0 operators, only 7 are state-owned engineers, 5 are assistants, and the rest have no professional title, and only 3 have first-class construction engineers in terms of qualification. Encourage operators to participate in the first construction training, and bid with certificates, which is more convenient for work.
Third, the analysis of the personnel structure of self-operated projects
1 At present, the company has four self-operated projects: Fuyuan Garden Project, Qingshan Lake Public Rental Housing Project, Fangda Shangcheng Project, Jiujiang fur city and Yongxiu Farmers' Market. * * * There are 163 people, including 36 trainees and interns.
2. Age structure of self-employed project personnel: the average age is 34 years old.
3. 95% of the staff age structure is within 1 year, because the self-operated projects only started to develop in 20 12 years. Except for a small number of managers who are selected from the old employees of the company, the rest are new recruits of the company or the project, and the teams of various projects are still in the initial stage of construction and are not very stable.
4, personnel education structure:
5. Analysis of the professional title and qualification structure of the self-operated project personnel: At present, the professional title and qualification of the personnel on the project are not ideal. Earlier, it was also analyzed that those who are over 40 years old and have no certificates in the project are very difficult to pass the exam again, mainly because they have rich practical experience but lack theoretical knowledge. Those under the age of 25 may be able to memorize book knowledge but lack practical experience, so it is equally difficult to pass. We can only start to improve the five-member card and the second-class card of employees under the age of 25, and at the same time encourage the employees aged 25-35 in the middle to participate in the training and evidence collection of the First Construction Project.
Four, the joint venture project personnel structure analysis (including yingtan BT, Mid-Levels and Half Cities, Ganzhou Guoguang)
1, joint venture project: all non-self-operated projects, regardless of the contracting mode, are counted as joint venture projects, and currently * * * is counted as 107.
2. Age structure of joint venture project personnel: the average age is 34 years old.
3. Age structure of personnel:
4. Education structure: Only 10% of the joint venture project personnel have a bachelor's degree, 28% have a junior college degree, and the rest have a secondary school education or below, which is generally low.
5. Professional title and qualification structure: generally, there are only five-member certificates, 16 people have intermediate professional titles, only 1 person is a first-class builder, and only 17 people are a second-class builder. Others have no professional titles and no builder's certificates. This kind of personnel will be the personnel who must participate in the training and evidence collection of the first construction project in 20 15 years. However, through telephone interviews, most expatriates are worried that they will not be able to participate in the exam due to work and other reasons, and they need to make overall planning and arrangements at the headquarters.
The second part is the diagnosis of the current situation of human resource management.
Generally speaking, the company has a certain concept of human resource management, and its management level is constantly improving. However, due to historical reasons, corporate culture, system and other reasons of the company itself, there are still problems in human resource management, such as lagging concept, incomplete structure, inadequate functions and insufficient functions, which have seriously affected and restricted the company's future development.
First, the company's human resources management concept problems
(A) the company does not have enough knowledge of human resources
The management of the company lacks the concept of strategic human resource management, and human resource management and the development strategy of the company are still in the stage of transactional combination, which has not yet played the role of providing basis and assistant for the strategic decision-making of the top management of the enterprise.
(B) The management of the company has not fully established the concept of human capital investment.
Part II: Investigation Report on the Company's Operation I. General Situation of the Company
* * Company was formerly a township enterprise in Wuming County-* * Starch Factory in * * County. The original construction unit was * *. In 1994, it was approved by * * and approved by * * EIA to build starch production lines and alcohol production lines. In August 2007, * * Company acquired all the assets of the factory as a whole.
* * Company was established in February 2006, with a registered capital of RMB10,000,000 yuan, and its address is located in * * Village, * * Town. It is an enterprise specializing in the production of edible alcohol and starch products. Legal Representative: * *, shareholder * * holds 60% of the company's shares, shareholder * * holds 36% of the company's shares, and shareholder * * holds 4% of the company's shares. The company has internal management institutions such as human resources department, finance department, marketing department and workshop, with the general manager of * * and the existing staff of * *, of which 30% have college education or above.
In 2009, the company was rated as the key leading enterprise of agricultural industrialization in * *, the third-class enterprise of standardization of safety production in 20 10, and the enterprise with tax payment exceeding one million yuan for two consecutive years in 2009 and 20 10; The production capacity was verified by the * * Municipal Industry and Information Committee, the * * Brewing Association and the * * Bureau, and the production was approved by the * * document "Letter on the Compliance of the Edible Alcohol Production Line of * * Company with Industrial Policies".
At the end of 20 13, the company's total assets151370,000 yuan, including fixed assets107.68 million yuan, covering an area of 77 mu. From the beginning of the company's establishment to 20 12 years, relying on the rich cassava resources in * * town, the company introduced domestic and foreign technology to produce edible starch and alcohol. The "* *" brand edible starch and alcohol produced were used in papermaking, adhesives, textiles, food, medicine, chemical industry and other industries, and were mainly sold to * *, * * and other places.
Over the past few years, we have invested a lot of money to upgrade the production process and environmental protection facilities in an all-round way, and completed the technical renovation project of the alcohol production line with an annual output of 30,000 tons, the environmental protection treatment station project with an annual capacity of/kloc-0.08 million cubic meters of waste liquid, and the anaerobic system project with an annual output of/kloc-0.2 million Nm3/a biomass gas. 25T/h biomass energy-saving boiler project, steam power station project with annual power generation of 1 0.8 million kwh, bio-organic fertilizer project with annual output of 1 10,000 tons, agricultural demonstration park project of110,000 mu, etc. However, after 20 12 years, the local cassava planting dropped sharply, and the cassava starch production line of the company stopped. From 20 13 to 20 14, the company invested more than 80 million yuan to carry out technical transformation on the edible alcohol production project. At present, the project has been completed and put into production.
Second, the analysis of financial and operating conditions
* * The company provided the annual audit reports for 20 12, 20 13 (with unqualified audit opinions) and the financial statements for September 20 14. See the following table for the financial status:
(1) Description of financial indicators
1 By the end of 20 12, the company's total assets were 1 1588. 080,000 yuan, of which: current assets are 43 15. 200,000 yuan, accounting for 37% of the total assets, and the net value of fixed assets is 7272. 870,000 yuan, accounting for 63% of the total assets; Total liabilities are 34 1 1. 100000 yuan, and current liabilities are 24 1 1. 100000 yuan, long-term liabilities100000 yuan.
By the end of 20 13, the total assets of the company were 15 137. 100000 yuan, an increase of 3549 compared with the beginning of the year. 020,000 yuan, of which: current assets are 4368. 580,000 yuan, accounting for 29% of total assets, and the net value of fixed assets is 10768. 5 1 ten thousand yuan, accounting for 71%of the total assets; Total liabilities are 5592. 290,000 yuan, and the current liabilities are 3092. 290,000 yuan, and the long-term debt is 25 million yuan.
2. Monetary funds
By the end of 20 131February, the monetary fund was 352. 930,000 yuan, compared with 157 at the beginning of the year. 250,000 yuan increase 195. 680 thousand yuan.
3. Accounts receivable
By the end of 20 13, the accounts receivable were 94. 320 thousand yuan, a decrease of 75 1 10 thousand yuan compared with the beginning of the year. The main reason for the formation of accounts receivable is that the sales amount has not reached the 90-day loan period, and the main accounts receivable are all within 3 months, of which * * company accounts receivable 6 1. 970,000 yuan, * * company accounts receivable 32. 350,000 yuan.
4. Inventory
By the end of 20 13, the inventory balance was 2 142. 720,000 yuan, a decrease of 594 compared with the beginning of the year. 280,000 yuan.
5. Prepaid account
By the end of 20 13, the prepaid account was 168 1. 260,000 yuan, an increase of 1 138 compared with the beginning of the year. 140,000 yuan. Mainly for the company to pay in advance for raw materials, of which * * Company 680 is paid in advance. 370,000 yuan, 480 yuan in advance from * * Co., Ltd. 620,000 yuan, prepaid * * company 5 1 1. 930,000 yuan, paid in advance by * * Company 8. 340,000 yuan electricity bill.
6. Net value of fixed assets
By the end of 20 13, the net value of fixed assets was 7099. 880,000 yuan, an increase of 700 over the beginning of the year. fifty-six
Chapter III: Analysis of the Company's Operating Conditions 20 1 1 year is an important year for our company. On the one hand, it is the price war triggered by the increasingly fierce competition in the domestic automobile market, the overall economic environment of national macro-control and global economic changes, on the other hand, the sales downturn in the automobile consumption market has caused great difficulties to our daily operation and development. This year is also the second year that the company has completed the second transformation and team reconstruction of MG brand stores. Through the concerted efforts of all employees, the company has overcome practical difficulties and laid a foundation for the company's long-term development.
Through the recent work, now make a comprehensive review:
I. Summary and analysis of operating conditions
1, sales:1-June
Note: The gross profit in the table does not include SAIC rebate of * * * 790,000 yuan. Gross profit margin with SAIC rebate ≥8% Sales summary: Sales work
Sales of ***95 units, the sales of each model are:
MG3 brand: 40 sets, up from 20 10—32% (59 sets sold in 20 10) MG6 brand: 53 sets, up from 20 10, up from 39% (38 sets sold in 20 10) MG7 brand.
After-sales service:1-The gross output value in June increased by 27% compared with that in 20 10 (20 10/-5 1 10,000 in June) and the gross profit increased by 24% compared with that in 2010 (20)
The number of platform visits increased by 20% compared with 20 10 (2010/-platform visits in June119/platform visits).
Sales summary:
With the support of SAIC, the company's sales department, marketing department, after-sales service department and customer service department cooperated with each other, held large and small auto shows and test drive activities many times, published newspaper hard advertisements, soft articles, newspaper flowers and radio broadcasts many times, and asked the sales department to organize sales staff to pay a positive return visit to the car buyers, so that customers could feel our care through the return visit. Improve the company's popularity, establish a good corporate image, and attract more customers to the exhibition hall and collect more sales leads while we build a platform for mutual exchange, communication and friendship with customers. Information report work:
Report is a repetitive work, and the position is important, which is related to the daily work management of the company and the assessment of SAIC. In order to better complete this work, according to the strict requirements of SAIC, the report management and file management of the company are carried out:
In 20 1 1 year, in order to improve the archives management, the main tasks are to collect the archives of car buyers, register the sales of vehicles, send and receive certificates, and summarize and report the archives of users.
Others:
According to the national policy, the license of model 3 should be completed before July 1 this year. For the original stock of ` 17 cars in our company, the sales policy and commission policy were formulated in a targeted and timely manner. All the employees worked together and Qi Xin made concerted efforts to sell most of model 3 on the premise of ensuring sales profits.
Analysis:
Judging from the above data, the growth of MG brand sales is not too obvious compared with the previous year, and some models show negative growth. On the whole, the gross profit margin of sales formulated by the company's sales policy is reasonable (average cost of sales 1 1. 420,000 yuan/set, the average gross profit of a single set is 9,263 yuan/set), but considering the company's large operation and management fees, there is still a loss; On the one hand, for the sake of brand image and the need of maintaining normal sales management, the company has to bear high operating and management expenses, but the sales volume of profits generated by existing MG brand models can't make up for the expenses. Facing the actual situation of the automobile industry, our average monthly sales volume is less than 20 units; Objectively speaking, 1, February, March, April, and MG3 series models are alternately green and yellow, and the models sold are seriously vacant, which leads to a serious shortage of our sales resources, and many customers who originally booked cars have retired; In addition, the original inventory of commercial vehicles failed to turn around reasonably, especially the 6-series and 7-series models; Thirdly, the original inventory country 3 standard models that need to be registered urgently have to be dealt with through preferential treatment, which leads to the serious phenomenon of poor capital turnover of the company. Due to the above reasons, the whole company1-showed a loss in June.
After-sales service management analysis: According to the above data, due to the insufficient maintenance of MG after-sales service, the maintenance output value is low and the operating expenses are high, and the service station is operating at a loss all year round.
The company's own problems and shortcomings can be summarized as follows:
1 There is still a gap between the ideological education of employees and the operation and management of the company, especially the requirements of the board of directors.
2. Employees' business training can't meet the requirements of daily operation.
3. Internal management is not standardized.
4. The regional management of the secondary network is not in place;
5. There are more or less problems in the thoughts, consciousness and mentality of managers;
6. The internal auxiliary management of the company is not in place; Some managers have a weak sense of management; The service station also has the following problems:
1.Due to long-term loss-making operation, the wages of skilled workers are low, the ideological education of employees is difficult to carry out, posts and personnel change frequently, industry elites are difficult to stay, technicians are low in technology, and maintenance quality is difficult to improve.
2. The inventory of spare parts is overstocked and the turnover period of spare parts is too long. Spare parts are not supplied in time (resulting in too long maintenance period).
3. The implementation of outsourcing post cooperation is not in place, which affects the overall quality.
Second, business analysis
Based on the analysis of the operating conditions, we can clearly see that the root cause of the company's losses should be the imbalance between the overall profit and expenses of the operation. Brand analysis:
Judging from the factory's sales policy, sales data and the company's business policy this year, the brand's business policy and sales profit rate should be reasonable (the average gross profit rate is 9. 8%, the average gross sales profit of a single vehicle is 8034 yuan/vehicle), especially this year, the business policy of SAIC has been strongly supported, but our overall expenses are relatively high. On the one hand, we should adjust and strictly manage expenses as reasonably as possible (many expenses are relatively rigid, and the adjustment flexibility and space are relatively small), but we should consider increasing the total sales profit.
(Supplementary note: According to the development strategy and plan of Shanghai Automobile, MG6 Saloon was newly built by Shanghai Automobile in 201year to meet the diversified needs of car buyers who want to publicize their individuality and look forward to mainstream recognition, and lead them to experience the MG brand value with "personality, temperament and creativity" as the core, which represents the new MG3 and MG3 with the return of rational consumption fashion. At the same time, this A0-class model pays attention to more visual appearance, more fashionable interior design, more flexible and free space experience, and more internal and external performances that vary from person to person. These new experiences are refreshing. It is estimated that in 20 1 1 year and 20 12 years, MG brand cars will launch MG5, SUV and MPV series one after another according to the demand of domestic and international markets, so as to meet the needs of different consumer layers in the automobile consumer market.
In addition: Xinhua 1 Net Birmingham, UK, June 26th: the State Council Prime Minister Wen Jiabao visited MG Automotive UK Limited in Birmingham, UK on June 26th.
MG Automotive UK Limited is a wholly-owned subsidiary of Shanghai Automotive Group Co., Ltd. in the UK. It is the first China automobile enterprise to mass-produce and sell in developed countries in Europe and America. It was established in the UK in 2005 and currently has 400 employees in the UK. Wen Jiabao visited the company's exhibition and technology center, listened to the briefing and had a cordial conversation with Chinese and British employees. Later, Wen Jiabao came to the assembly workshop, inspected the assembly line and attended the off-line ceremony of MG6 new car.
In an impromptu speech, Wen Jiabao said that the MG6 automobile project has created a brand-new model of "British design, China production and British assembly", effectively utilized China's capital, labor force and market, as well as British technology and management experience, and achieved complementary advantages, which is another successful symbol of Sino-British friendly cooperation. Wen Jiabao hopes that the Chinese and British business circles will constantly tap their potentials, strengthen cooperation and strive for greater success in the spirit of mutual respect, equality and mutual benefit.
Chinese and British leaders and employees of the company thanked Wen Jiabao for his encouragement, saying that they would continue to innovate and produce more high-quality products, and make new contributions to the economic development of the two countries and Sino-British cooperation.
From this, we can be sure that the prospect of MG brand is extremely optimistic, and whether this brand can win the market should be beyond doubt, just a matter of time. )
According to the current sales situation in the overall market, it is not realistic to increase the profit of single sales. The only thing that is necessary is to increase the sales volume according to the business policies and actual market conditions already formulated by the company, so as to increase the total sales profit, especially to carefully understand and effectively use SAIC's policies, seize the current market demand and the opportunities supported by SAIC's policies, and enhance the overall sales volume throughout the year.
Formulate feasible and reasonable sales policies and strengthen the management and control of the sales process.