| The meaning of "human-post matching" is the relationship between "people" and "posts",and the essence of "people" is the relationship between people’s "posts" and "posts".Job matching is a basic step in the company’s personnel management,which is related to whether the company can achieve good performance,so the company is very concerned about this issue.However,at present,in the management of "person-post matching",there are problems such as unclear positioning of job responsibilities,lack of guidance in post requirements,and incompatibility between personnel quality and post,which seriously affects the development of the company.The municipal high-speed company is one of the most basic organizations of the national high-speed,and its human resource management has the uniqueness and commonality of the high-speed industry and the large state-owned monopoly enterprises,which is its biggest feature.In this case,the personnel work of the municipal expressway company must be actively responded to to meet the requirements of economic and social development.In this study,the main factors of job-matching: knowledge,skills,professional quality,etc.,are divided into 4 first-level indicators and 14 second-level indicators,and a person-job matching model is constructed.Using the current nesting of enterprise personnel,the current situation of different elements and different personnel is analyzed from both horizontal and vertical aspects.Based on this,through data review,questionnaire survey and interview,personnel evaluation,etc.,combined with quantitative results,the original setting of the company’s human resources job matching was analyzed,and according to the actual situation and survey results,a matching scheme was given.This paper mainly selects several key positions such as human resources department,front-line positions of operation inspection department,toll management office,office logistics department and so on for investigation and research,and conducts statistical analysis of the number of departments within the company by issuing questionnaires and interviews,and concludes that at present,the company’s internal technical personnel account for 45%,management and logistics personnel account for 55%,among which there are problems such as the shortage of front-line posts and the concentration of management positions.It is planned to transfer 10% of employees in management and logistics positions to the front line of operation inspection through training and salary tilt.Through the statistics of the age,education and title of employees in several departments,it is concluded that the company’s employees have an aging image,especially in front-line positions,because the front-line employees have low education but rich work experience,due to the needs of the post,they have not been transferred to the back department.It is planned that in the next three years,the recruitment ratio will be increased,more professional and related technical employees will be hired,and the front-line positions will be youngened,and the overall academic level of employees can be improved.In this paper,the head of the personnel department and the full-time personnel of the business organization were evaluated for job competency,and a total of 50 people were evaluated,of which 10% of the employees were relatively matched with the position,and 30% were not matched with the position or were within the adjustment range.The factors that cause the mismatch between people and positions were analyzed,and it was concluded that the company did not carry out a reasonable division of labor for personnel positions from the perspective of knowledge,skills and professional quality,resulting in the mismatch between people and positions.In view of the current situation,the company can use the person-job matching model to maximize the relative value of employees,create a good competitive atmosphere in the form of competitive recruitment,and build a market-oriented regulation and control mechanism. |
PDF Full Text Request