人力资源计划的案例:华日公司和麦当劳

In Huari Ltd, there are two major departments: Furniture department and Fabric

department; The fabrics has two subsections, a subsection produces the carpets,

another one manufacture the clothing. There are 625 operate workers, 400 workers in

furniture department, 125 workers in carpet subsection, 100 workers in clothing

subsection. 32 product designers: 20 designers in furniture department, 12 designers

in fabric department. There are 88 supervisors and managers, 36 marketing

researchers, 20 people in furniture department, 16 people in fabrics department .

Before 2008, the Company was in good condition. But since 2008, The profit of

enterprises has been decreasing dramatically, the financial report in 2008 shows that

the company had already suffered a serious loss.

There are a lot of reasons causing loss. In company's external environment, fierce

competition, and the decline of consumption demand make the loss. From the

company itself, they can not guarantee product quality , especially the quality of the

furniture is not good enough, While the competitors provide customers with high

quality product and attract the customers; The company lacks innovation, They only

provided the old product of the single system for several years

At present, the authorities of the Company know very well that they should draft a

feasible reform scheme. The general manager, Mike, after two months’ investigation

and analysis, put forward a report toward the board of directors. the report includes

the following reform measures: Firstly , as the clothing department got a loss for the

time being, They intend to get rid of this department ;secondly , they maintain Carpet

department ,strengthening the market survey , and make sure that they knew the

market trend accurately, launch various kinds of carpets, in a word , they will take

all kinds of effective measures to met customer's demand, thirdly , improving the

production technology ,reforming the furniture department, they began to produce

green furniture to meet market demand, at the same time, diversifies design styles of

furniture for meeting different levels customer, for this reason, the company needs

more technical staff and designers. The board of directors sanctioned the reform one week later. Then the general manager orders the manager of Human Resource Department to make a human resources plan, including the number of staff after reforming, meeting all kinds of human resource demand.

Analyze the objectives and the process of human resource planning.

在华日公司，有两个主要的部门分别是家俱部和纺织部，纺织部有两个分部，一个分部生产地毯，另一个制造服装，一共有625个操作工人，400个工人在家俱部，125名工人在地毯分部，100名工人在服装分部。总共有32个产品设计师：20名设计师在家俱部，12名在纺织部。公司里有88个主管和管理人员，36个市场研究人员，20人在家俱部，16人在纺织部。

2008年之前，该公司有良好的条件。但自从2008年后，企业的利润急剧减少，2008的财务报告表明，公司已经遭受了严重的损失。

这有很多原因造成了损失。在公司的外部环境，竞争激烈，和消费需求下降等都造成了公司的损失。从公司本身看，他们不能保证产品质量，尤其是家具的质量不够好，而竞争对手给顾客提供高质量的产品，吸引了顾客；公司缺乏创新，连续好纪念只提供了单一系统的旧产品。

目前，公司的权威者非常清楚地知道，他们应该制定切实可行的改革方案。总经理，迈克，经过两个月的调查和分析，向董事局提出了报告。该报告包括以下改革措施：首先，因为对于服装部门暂时造成了损失，他们想去掉这一部；其次，他们保持地毯部，加强市场调查，并确保他们准确的知道市场趋势，推出各种地毯，换句话说，他们将采取各种有效措施来满足顾客的需求，第三，改进生产技术，改革家具部，他们开始生产绿色无污染的家俱以满足市场的需求，同时，多元化的设计风格的家俱以满足不同层次的客户，为此，公司需要更多的技术人员和设计师。一个星期后董事会批准了这一改革。然后，总经理制定人力资源部的经理来制定人力资源计划，包括经过改革后的员工人数，满足各种人力资源的需求。

分析人力资源计划制定的目标和过程。

The objectives of human resource planning.（该案例中人力资源计划的目标）

1.Ensure the company has the right employees with the right skills which the company is needed in the right place in the right time.In this case because the company decides to began to produce green furniture and diversifies design styles of furniture ，then the objectives of human resource planning is to ensure there are more technical staff and designers in the furniture department to produce diversifies design styles of furniture to meet market demand.

(人力资源计划的目的是确保公司有那些公司在对的时间对的岗位内需要的拥有对的技能的员工。在这个案例中因为公司决定要生产绿色无污染多元化的设计风格的家俱所以人力资源计划的制定是为了确保公司在家俱部有足够的有技术的员工和设计师来生产出多样化的不同设计风格的家俱来满足市场需求）

2.Ensure the company can responsive to changes in its environment.In this case because the company change the plan of development then the objectives of human resource planning is to ensure all the employee adapt the reform in the company and make sure that the company can take all these measures to reduce the company's loss in time .

（人力资源计划的目的是确保公司公司能够适应它环境的改变。在这个案例中因为公司内部发展计划的改变所以人力资源计划的制定是为了确保所有的员工能适应公司的计划的改革以及确保公司能够采取所有能及时减少公司损失的措施）

3.Provide direction and coherence to all HR activities and systems.In this case as the company suffer a big loss then the the objectives of human resource planning is to ensure that the company can operate without too much troubles.

（人力资源计划的目的是使公司能够对所有人力资源活动和系统提供方向以及一致性。在这个案例中因为这几年公司的损失严重所以人力资源计划的制定是为了确保公司在新计划制定的运作下能够减少太多不必要的麻烦）

4.Prevent overstaffing and understaffing.In this case because the executives in the company intends to get rid of the clothing department ,we in order to provide enough employees to the each department and prevent appearing the situation about the shortage of personnel .Then reduce the unnecessary staff in the department which is removed.

(人力资源计划的目的是防止公司内部的人员过剩或人员过少等问题的出现。在这个案例中因为公司高层打算去掉服装部，人力资源计划的制定是我们为了给各部门提供足够的员工并且防止出现人员短缺等情况的出现，然后减少已经移除部门的不必要的员工）

5.Unite the perspective of line and staff managers.In this case,the human resources planning is to convey the superiors' scheme to the other department）

（人力资源计划的目的是为了统一直线和部门经理之间的观点想法。在这个案例中人力资源计划的制定是为了传达公司权威者的方案给其他的部门来统一他们的观点想法）

The process of human resource planning：

First the general manager put forward the organizational objectives and strategies. Second ,Scan external environment for changes affecting labor supply and Analyze the internal inventory of HR capabilities.

Third,Forecasting

Fourth,Organization need for people and survey of people available.

Finally,HR strategies and plans.

Case 2

McDonald's employs on a large scale. People are its key asset. This is because customer satisfaction is vital for success. It is best brought about by good workers. So it is vital that the way it recruits and trains staff is thorough. It needs to attract, train and keep the best workers. A typical McDonald's employs about 60 people. Most are hourly paid. Managers and office staff are paid a salary . For each job there is a job description and job specification.

Hourly paid

Each outlet fills its own hourly paid jobs. Hourly paid workers are recruited through adverts in restaurants, adverts in newspaper. Interviews are planned using the McDonald's interview guide. Candidates are rated on a scale. Jobs are offered to those with higher ratings.

Managers

The management department in London recruits managers. They come from two main sources. Over half are promoted hourly paid workers. Most of the rest have degrees. People can apply on line, via the recruitment hotline or by post. The online process includes a psychometric test. This shows whether the person is suited to the job. A good first stage interview is followed by two days on site. This is called 'On the Job Experience' or OJE. If the OJE is a success, there is a final interview after which whether or not to appoint is decided.

麦当劳的员工规模非常大，人是它的关键优势。因为顾客满意度是它成功的至关重要的因素，它的成功是由好的员工带来的，所以通过招聘和训练员工是成功至关重要的因素。它需要吸引训练并且保持好的员工，一个典型的情况是麦当劳有60个员工，大部分是时薪的，只有经理和办公室员工是月薪的。每个工作都有一个工作描述和工作规范。

时薪

每个销售点都有它自己的时薪的工作，时薪的员工是通过在餐馆贴广告或者在报纸上登广告招聘到的，面谈成为麦当劳的面试准则。候选人被以分数来评估，工作将会给分数高的那个人。

经理

伦敦的招聘部门招聘经理，它们通过两个主要的来源。超过一半的是从时薪工提升来的，其余大部分都有等级。人们能够在网上经由招聘电话或者邮件来申请职位。网上的过程包括心理测试，心理测试能够显现出这个人是否适应这份工作，一个好的第一阶段的面试是两天之后的现场。这就是所谓的工作经验，如果工作经验是个成功，那在决定这个人是否适合这个工作以后会有最后一场面试。