This is the most common waste of human resources in enterprises. We usually say that a radish is a pit, but there are three situations here: first, the pit is big and the radish is small, that is to say, entrusting the heavy responsibility to the employees with poor ability usually results in that the work task cannot be effectively completed, the enterprise suffers losses, the employees' self-confidence is hit, and the work has no enthusiasm and motivation. This is called pulling out the seedlings to encourage; Second, if the pit is full of radishes, then the employee's ability has not been fully exerted. The so-called overqualified talents have caused a waste of talents, which either leads to brain drain or enterprises have to pay more; Third, the pit is as big as a radish, which is the most suitable. Only in this way can we not waste human resources.

To solve this problem, we should consider two factors. First, whether the enterprise has established an effective post system through effective organizational design and post analysis, which is also commonly known as "pit"; Second, whether enterprises can accurately and effectively measure and evaluate employees, that is, "radish". Only when the enterprise has completed the above two basic tasks can it effectively put the right person in the right position. Of course, the above statement expresses a static situation, and the enterprise is constantly developing and growing. Only by constantly adjusting the organization and post requirements and the size of the pit according to the development of the enterprise can we ensure the most effective use of human resources.

Second, I don't know how to train employees.

Not knowing how to train employees is another common waste. Many managers think that the investment in training employees is too large and the effect is often not obvious. Sometimes, employees who have worked hard in the company are dug into the corner by other companies, which is a bit worthless.

In fact, this is only the surface of the matter. We can take stock, because there is no effective training for employees, which will bring waste to the enterprise.

First of all, employees' work skills can not be effectively improved, and tasks can not be completed effectively and quickly. More people need to be added in order to achieve the established work goals.

Second, it increases the probability of making mistakes, especially making the same mistakes;

Third, it stifled the innovation consciousness and ability of the organization. In fact, many innovative behaviors are produced in continuous training and learning;

Fourth, it leads to negative mentality, affects the team atmosphere, affects the execution, and reduces the competitive pressure among employees;

……

Enterprises pay much more for these negative effects than for training!

The three management modules are not effectively integrated.

Enterprise human resources departments often set positions according to salary, performance, recruitment, training, personnel and other modules. This way of dividing according to functional modules reduces the difficulty of management and improves the efficiency of management, but it is easy to lead to the increase of human resource costs.

As we all know, the modules of human resource management are interrelated. For example, excessive control over the salary level of employees often makes it difficult to recruit suitable employees and increases the cost of recruitment and training; In order to increase the rigor and fairness of performance appraisal, the complexity of appraisal work has been improved, resulting in an increase in labor costs. Similar situations are common in enterprises, which are actually caused by the lack of systematicness and integration in the management process.

Fourth, there is no performance management.

Quote a famous saying of management-an enterprise without performance management is equal to no management, to illustrate the significance of performance to an enterprise.

What kind of waste will it bring to enterprises because there is no performance management?

First of all, the work of organizations and employees is carried out without direction and goals. Then, if you are busy for nothing, the situation of doing things in the opposite direction will happen from time to time, greatly increasing the labor cost and opportunity cost;

Secondly, all the work is carried out in a state of out of control, which greatly improves the probability of mistakes;

Third, in the absence of performance management, in order to effectively complete the work, we must increase the number of communication, which will affect work efficiency and lose market opportunities.

Fifth, solve the shortage of personnel by working overtime.

The negative effects of overtime are obvious. Overtime makes the company pay more wages and increase more management costs (in general, overtime work of employees in a department will affect the work of related departments, such as increasing the work pressure of functional service departments); Most employees are unwilling to work overtime. The author's previous survey in a high-tech enterprise showed that the efficiency of employees' overtime work was less than half of usual. In addition, overtime affects employees' right to rest normally, their physical and mental health and their families. There is an IT company, because overtime has become a common practice. A large number of older employees in the company are still single. In the words of employees, no one wants to live with me in my current working state.

In fact, there are many more effective ways to solve the shortage of staff besides overtime. For example, through outsourcing, hiring temporary personnel and increasing personnel reserves. In addition, when dealing with the problem of frequent overtime, enterprises should first make clear what is the essential reason for overtime. For example, is it because of organizational design and process problems that the work is not smooth and inefficient? If so, the first problem to be solved is not overtime, but organizational design and process reengineering.

In the process of consulting, the author also encountered a very interesting and sad phenomenon. The phenomenon of overtime work in Company A is serious, but we know that employees' work tasks are not fully scheduled. After careful study, we found that the company strictly implemented the overtime pay system stipulated in the Labor Law, but it was not strict in overtime approval, which led to employees not completing their work normally during normal working hours, thus striving for overtime and defrauding more overtime pay. In fact, this phenomenon is caused by the system itself, and no amount of classes can solve this problem.