人力資源規(guī)劃方法與實(shí)施步驟

1、人力資源規(guī)劃人力資源規(guī)劃方法與實(shí)施步驟方法與實(shí)施步驟（超詳細(xì)超詳細(xì)）第一章：規(guī)劃概述...................................................................................................................21.1人力資源管理理念與規(guī)劃................................................

2、.........................................21.2人力資源流動比率....................................................................................................31.3人力資源結(jié)構(gòu)分析.......................................................

3、.............................................41.4人力資源規(guī)劃的內(nèi)容................................................................................................71.5人力資源規(guī)劃的目的.....................................................

4、...........................................91.6人力資源規(guī)劃的流程編制.......................................................................................101.7可供選擇的模式...............................................................

5、.......................................131.8人力資源規(guī)劃的考評..............................................................................................141.9過剩人力資源的管理...........................................................

6、...................................14第二章：供求預(yù)測.................................................................................................................162.1需求預(yù)測的變量..................................................

7、....................................................162.2替換單法..................................................................................................................162.3供給預(yù)測....................................

8、..............................................................................172.4德爾菲法..................................................................................................................182.5短期預(yù)測方法........

9、..................................................................................................192.6分合性預(yù)測法..........................................................................................................202.7

10、計(jì)算機(jī)模擬法..........................................................................................................212.8經(jīng)驗(yàn)預(yù)測法..................................................................................................

11、............212.9描述法......................................................................................................................212.10模型推斷法.......................................................................

12、.....................................222.11上級估算法.............................................................................................................222.12隨機(jī)網(wǎng)絡(luò)模式法..................................................

13、..................................................222.13統(tǒng)計(jì)預(yù)測法............................................................................................................232.14長期預(yù)測方法.......................................

14、.................................................................242.15人力資源供需綜合平衡........................................................................................25（3）沒有校友派系、出身門戶之見；（4）沒有領(lǐng)導(dǎo)個人用人偏好。9.人才個體生涯成長規(guī)劃與企業(yè)人力資

15、源發(fā)展目標(biāo)相互匹配，員工與企業(yè)一同成長。10.保持企業(yè)一定的員工流動性。（1）過于穩(wěn)定，造成一潭死水，沒有競爭壓力；（2）流動過于頻繁，造成隊(duì)伍不穩(wěn)、技術(shù)沒有積累，反而流失。11.實(shí)施工作多樣性和工作豐富性。打破員工崗位固定化和單一專長化模式，適時(shí)調(diào)換員工工作崗位和地點(diǎn)，或建立工作小組制，使職工做到一專多能或全能發(fā)展，保持員工工作熱情、新鮮感和挑戰(zhàn)性。12.建立員工正常晉升機(jī)制，使普通員工具有努力敬業(yè)而被提拔的權(quán)利和機(jī)會。13.大力開展

16、制度化的合理化建議活動，從中發(fā)現(xiàn)、挖掘人才。14.對突破常規(guī)機(jī)制能夠脫穎而出的尖子人才，要委以重任。二、人力資源規(guī)劃1.首先對企業(yè)內(nèi)部人力資源狀況進(jìn)行系統(tǒng)性清查。（1）對明顯不合格人員予以調(diào)整；（2）運(yùn)用“評價(jià)中心”或其他測評技術(shù)對重點(diǎn)人員（或全體員工）進(jìn)行評估；（3）對企業(yè)內(nèi)部人力資源狀況進(jìn)行總體或分類統(tǒng)計(jì)。2.與其他戰(zhàn)略、經(jīng)營、財(cái)務(wù)規(guī)劃協(xié)調(diào)。（1）根據(jù)企業(yè)每年經(jīng)營、財(cái)務(wù)計(jì)劃指標(biāo)，結(jié)合企業(yè)現(xiàn)有員工狀況，尤其是員工流動率，來測算年度人力

17、資源總量和按工種、崗位、職務(wù)等分類的結(jié)構(gòu)性指標(biāo)；（2）提出年度須新增招募、壓縮辭退、下崗分流、轉(zhuǎn)崗調(diào)配的具體計(jì)劃；（3）人力需求計(jì)劃，應(yīng)包括所需的數(shù)量、質(zhì)量、人才素質(zhì)要求。3.人力計(jì)劃要一次規(guī)劃、分期流動實(shí)行，并根據(jù)實(shí)際狀況，經(jīng)常性調(diào)整和進(jìn)行動態(tài)評估，必要時(shí)建立高級或稀缺專業(yè)人才后備系統(tǒng)。4.企業(yè)實(shí)行員工總額控制。由企業(yè)一級定編，其原則為精簡機(jī)構(gòu)、節(jié)約用人、提高效率、一人多崗；由各部門定員。1.2人力資源流動比率人力資源流動比率所謂人力