人力成本就是取得和開發(fā)、管理人力資源而產(chǎn)生的費(fèi)用支出，包括人力資源取得成本、使用成本、開發(fā)成本和離職成本。由于人力資源是企業(yè)不可缺少的因素之一，人力成本的產(chǎn)生使也不可避免。但人力成本區(qū)別于固定成本的是，人力成本是浮動(dòng)的、不固定的，甚有些人力成本的產(chǎn)生是隱藏的。諸如，新員工的招聘費(fèi)用、老員工離職所造成的隱性損失……在人力成本中還包含著一些無效成本。所謂無效成本，就是不能為產(chǎn)品或服務(wù)增值的人力成本。

Human resource cost refers to the expenses incurred in acquiring, developing, and managing human resources, including the cost of acquiring, using, developing, and leaving human resources. Due to human resources being one of the indispensable factors for enterprises, the generation of labor costs is also inevitable. But the difference between labor costs and fixed costs is that labor costs are floating, not fixed, and even some labor costs are hidden. For example, recruitment expenses for new employees, implicit losses caused by the departure of old employees... There are also some ineffective costs included in labor costs. The so-called ineffective cost refers to the labor cost that cannot add value to products or services.

通俗地講，就是組織花了這個(gè)錢，它不會(huì)提高產(chǎn)量，也不會(huì)提高企業(yè)的服務(wù)質(zhì)量，少，它不會(huì)很直接地為產(chǎn)品增值。包括不需要的職能、工作或程序而用到的人員;需要但工作量不飽和的宮余人員或時(shí)間;成本投入與績效產(chǎn)生比較低的人員;遣散費(fèi)用、招聘費(fèi)用和工傷費(fèi)用等等。管控人力成本不等于簡單地減少人力成本，就是要降低人力成本在總成本中的比重，成本的控制不是在員工的工資、福利上下工夫，而是如何更好的在人力資源各個(gè)環(huán)節(jié)作到有效管控，實(shí)現(xiàn)人力資源的實(shí)效開發(fā)和有效激勵(lì)。大限度的降低無效成本，提高人力成本率。

Simply put, if an organization spends this money, it will not increase production or improve the quality of services provided by the enterprise. At least, it will not directly add value to the product. Including personnel used for unnecessary functions, work, or procedures; Extra staff or time needed but with insufficient workload; Personnel with relatively low cost input and performance generation; Dismissal expenses, recruitment expenses, and work-related injury expenses, etc. Controlling labor costs does not simply mean reducing labor costs. It means reducing the proportion of labor costs in total costs. Cost control is not about working hard on employee wages and benefits, but about how to effectively control various aspects of human resources, achieve effective development and incentives of human resources. Maximize the reduction of ineffective costs and increase the labor cost rate.

人力成本就是取得和開發(fā)、管理人力資源而產(chǎn)生的費(fèi)用支出，包括人力資源取得成本、使用成本、開發(fā)成本和離職成本。由于人力資源是企業(yè)不可缺少的因素之一，人力成本的產(chǎn)生使也不可避免。但人力成本區(qū)別于固定成本的是，人力成本是浮動(dòng)的、不固定的，甚有些人力成本的產(chǎn)生是隱藏的。諸如，新員工的招聘費(fèi)用、老員工離職所造成的隱性損失……在人力成本中還包含著一些無效成本。所謂無效成本，就是不能為產(chǎn)品或服務(wù)增值的人力成本。

Human resource cost refers to the expenses incurred in acquiring, developing, and managing human resources, including the cost of acquiring, using, developing, and leaving human resources. Due to human resources being one of the indispensable factors for enterprises, the generation of labor costs is also inevitable. But the difference between labor costs and fixed costs is that labor costs are floating, not fixed, and even some labor costs are hidden. For example, recruitment expenses for new employees, implicit losses caused by the departure of old employees... There are also some ineffective costs included in labor costs. The so-called ineffective cost refers to the labor cost that cannot add value to products or services.

通俗地講，就是組織花了這個(gè)錢，它不會(huì)提高產(chǎn)量，也不會(huì)提高企業(yè)的服務(wù)質(zhì)量，少，它不會(huì)很直接地為產(chǎn)品增值。包括不需要的職能、工作或程序而用到的人員;需要但工作量不飽和的宮余人員或時(shí)間;成本投入與績效產(chǎn)生比較低的人員;遣散費(fèi)用、招聘費(fèi)用和工傷費(fèi)用等等。管控人力成本不等于簡單地減少人力成本，就是要降低人力成本在總成本中的比重，成本的控制不是在員工的工資、福利上下工夫，而是如何更好的在人力資源各個(gè)環(huán)節(jié)作到有效管控，實(shí)現(xiàn)人力資源的實(shí)效開發(fā)和有效激勵(lì)。大限度的降低無效成本，提高人力成本率。

Simply put, if an organization spends this money, it will not increase production or improve the quality of services provided by the enterprise. At least, it will not directly add value to the product. Including personnel used for unnecessary functions, work, or procedures; Extra staff or time needed but with insufficient workload; Personnel with relatively low cost input and performance generation; Dismissal expenses, recruitment expenses, and work-related injury expenses, etc. Controlling labor costs does not simply mean reducing labor costs. It means reducing the proportion of labor costs in total costs. Cost control is not about working hard on employee wages and benefits, but about how to effectively control various aspects of human resources, achieve effective development and incentives of human resources. Maximize the reduction of ineffective costs and increase the labor cost rate.

如何提高人力成本?

How to increase labor costs?

調(diào)整優(yōu)化組織結(jié)構(gòu)，減少不必要的內(nèi)耗

Adjusting and optimizing organizational structure to reduce unnecessary internal friction

現(xiàn)在很多企業(yè)，由于組織結(jié)構(gòu)不合理帶來許多困惑與損失。內(nèi)部信息傳導(dǎo)失靈;企業(yè)決策低效甚錯(cuò)誤，組織部門設(shè)置臃腫，部門職責(zé)劃分不清;企業(yè)內(nèi)耗嚴(yán)重，所以，調(diào)整優(yōu)化組織結(jié)構(gòu)，削減非增值崗位，降低信息傳播成本、減少溝通成本，能降低人力成本，捉高人力成本率，主要措施是:

Many enterprises nowadays suffer from confusion and losses due to their unreasonable organizational structure. Internal information transmission failure; Inefficient or even erroneous enterprise decision-making, bloated organizational departments, and unclear division of departmental responsibilities; Due to severe internal friction in enterprises, adjusting and optimizing organizational structure, reducing non value-added positions, lowering information dissemination costs, and communication costs can lower labor costs and increase labor cost rates. The main measures are:

(1)一切從企業(yè)的戰(zhàn)略角度出發(fā)。組織結(jié)構(gòu)以組織的戰(zhàn)略規(guī)劃為依據(jù)，按照總體戰(zhàn)略統(tǒng)帥單元戰(zhàn)略，業(yè)務(wù)單元戰(zhàn)略統(tǒng)帥職能戰(zhàn)略原則。

(1) Starting from the strategic perspective of the enterprise. The organizational structure is based on the strategic planning of the organization, following the principles of overall strategic command unit strategy and business unit strategic command functional strategy.

(2)適當(dāng)擴(kuò)大管理跨度。如果管理跨度過小，便會(huì)出現(xiàn)空閑時(shí)間，這是浪費(fèi)，如果管理跨度過大，那么花在管理的時(shí)間便會(huì)超出管理人員的正常工作時(shí)間，影響工作情緒和工作效率。保持在7-8人，不低于5人的幅度:

(2) Appropriately expand the management span. If the management span is too small, there will be idle time, which is a waste. If the management span is too large, the time spent on management will exceed the normal working time of management personnel, affecting work emotions and efficiency. Maintain a range of 7-8 people, not less than 5 people:

(3)兼任的原則。從人力成本優(yōu)化的角度來看，可以由上級(jí)同時(shí)兼任下屬崗位，務(wù)必令副職兼任少一個(gè)具體的崗位。

(3) The principle of dual responsibility. From the perspective of optimizing labor costs, it is possible for superiors to concurrently serve in subordinate positions, and it is essential to have deputy positions concurrently serve in at least one specific position.

(4)精簡崗位的設(shè)置。可以減少重疊崗位，合并同類崗位，削減非增值崗位。

(4) Simplify the setting of positions. It is possible to reduce overlapping positions, merge similar positions, and reduce non value-added positions.

優(yōu)化流程，可提高成本利用程度

Optimizing processes can improve cost utilization

如何提率、減少浪費(fèi)、降低成本，將成為許多企業(yè)管理的，而優(yōu)化流程則是達(dá)到這一管理效果的一個(gè)重要手段。流程優(yōu)化不僅僅指做正確的事，還包括如何正確地做這些事。其有效策略包括:

How to improve efficiency, reduce waste, and lower costs will become the focus of many enterprise management, and optimizing processes is an important means to achieve this management effect. Process optimization not only refers to doing the right things, but also includes how to do them correctly. Its effective strategies include:

(1):對組織內(nèi)現(xiàn)有流程中非必要非增值活動(dòng)予以，刪除無附加值的步驟。減少不必要崗位，也從正方向降低了人力成本。

(1) Clear: Remove unnecessary and non value-added activities from existing processes within the organization, and remove steps without added value. Reducing unnecessary positions also reduces labor costs in the positive direction.

(2)簡化。了非增值的活動(dòng)后，對其余的流程活動(dòng)進(jìn)行簡化，從而降低管理成本，這是對工作內(nèi)容和處理環(huán)節(jié)的簡化。

(2) Simplify. After eliminating non value-added activities, simplifying the remaining process activities to reduce management costs is a simplification of work content and processing steps.

(3)整合。包括水平整合和垂直整合。其目的就是使同一個(gè)人完成一項(xiàng)完整的工作或讓同一崗位承擔(dān)多項(xiàng)工作，減少任務(wù)的交接量、流程節(jié)點(diǎn)的等待時(shí)間，從而大大減少流程運(yùn)營的差錯(cuò)機(jī)會(huì)，達(dá)到提升流程效率目的。

(3) Integration. Including horizontal integration and vertical integration. The purpose is to enable the same person to complete a complete task or have the same position undertake multiple tasks, reducing the amount of task handover and waiting time for process nodes, thereby greatly reducing the chances of errors in process operation and achieving the goal of improving process efficiency.

(4)自動(dòng)化。指在、簡化、整合的基礎(chǔ)上，作業(yè)流程的自動(dòng)化，具體上講要用自動(dòng)化設(shè)施代替手工的操作，從而提高整個(gè)流程的效率和準(zhǔn)確度。

(4) Automation. On the basis of clearing, simplifying, and integrating, it refers to the automation of the work process. Specifically, automation facilities should be used instead of manual operations to improve the efficiency and accuracy of the entire process.

(5)流程的持續(xù)優(yōu)化。需要建立一整套流程的維護(hù)和管理系統(tǒng)標(biāo)準(zhǔn)，形成制度。通過適當(dāng)制度的執(zhí)行推動(dòng)流程的執(zhí)行:

(5) Continuous optimization of processes. It is necessary to establish a set of maintenance and management system standards for the entire process, and establish a system. Drive the execution of processes through the implementation of appropriate systems:

提升和改善員工的工作質(zhì)量

Enhance and improve the quality of work for employees

好的工作質(zhì)量決定了企業(yè)的勞動(dòng)生產(chǎn)率，提升和改善員工的工作質(zhì)量，達(dá)到"花一樣的錢，辦不一樣的的事”的績效，才能大限度的降低無效人力成本。如何使工作質(zhì)量上一個(gè)大臺(tái)階:

Good work quality determines the labor productivity of enterprises. Improving and enhancing the work quality of employees, achieving the performance of "spending the same money, doing different things", can greatly reduce ineffective labor costs. How to take work quality to the next level:

(1)數(shù)量調(diào)節(jié)。重視人力資源規(guī)劃的制訂，根據(jù)市場需求，企業(yè)戰(zhàn)略及生產(chǎn)率狀況，將現(xiàn)有人力資源，余則分流，卻則補(bǔ)充。

(1) Quantity adjustment. Pay attention to the formulation of human resource planning, and based on market demand, enterprise strategy, and productivity conditions, allocate existing human resources while supplementing them.

(2)合理配置。就是根據(jù)企業(yè)目標(biāo)和任務(wù)，按照量才錄用，用人所長的原則，對員工進(jìn)行合理的配置和組合。

(2) Reasonable configuration. It is to allocate and combine employees reasonably based on the company's goals and tasks, according to the principle of talent based recruitment and employing according to their strengths.

(3)教育和培訓(xùn)。企業(yè)要把員工的教育培訓(xùn)作為一件大事來抓，對培訓(xùn)工作加強(qiáng)管理要做好以下工作即有地計(jì)劃和系統(tǒng)安排，建立培訓(xùn)激勵(lì)機(jī)制，要加強(qiáng)一線員工的培訓(xùn)，要對培訓(xùn)項(xiàng)目加強(qiáng)評估和總結(jié)。

(3) Education and training. Enterprises should regard employee education and training as a major task, strengthen management of training work, and do a good job in the following work: comprehensive planning and systematic arrangement, establish training incentive mechanisms, strengthen training for frontline employees, and strengthen evaluation and summary of training projects.

(4)人員激勵(lì)。建立有效激勵(lì)機(jī)制，組織激勵(lì)水平越高，員工積極性越高，組織生產(chǎn)力水平越高。

(4) Personnel motivation. Establish an effective incentive mechanism, the higher the level of organizational motivation, the higher the enthusiasm of employees, and the higher the level of organizational productivity.

(5)企業(yè)文化建設(shè)。加強(qiáng)企業(yè)文化建設(shè)時(shí)調(diào)動(dòng)員工積極性，提高企業(yè)效率和競爭力，變?nèi)肆Y源為人力資本的為基本的手段。

(5) Corporate culture construction. When strengthening corporate culture construction, mobilizing employee enthusiasm, improving enterprise efficiency and competitiveness, and transforming human resources into human capital are the basic means.

有效降低離職率，實(shí)現(xiàn)降低人力成本的目

Effectively reducing the turnover rate and achieving the goal of reducing labor costs

加強(qiáng)員工離職率的管理勢在必行。企業(yè)不止應(yīng)考慮如何降低離職率，更應(yīng)著重于為員工提供發(fā)展平臺(tái)和上升空間。

It is imperative to strengthen the management of employee turnover rate. Enterprises should not only consider how to reduce turnover rates, but also focus on providing employees with a development platform and room for growth.

(1)了解員工離職理由及由此產(chǎn)生的組織效率缺失。

(1) Understand the reasons for employee turnover and the resulting lack of organizational efficiency.

(2)降低招聘時(shí)成本，堅(jiān)持效率優(yōu)先的原則，適時(shí)地實(shí)行內(nèi)部招聘。

(2) Reduce recruitment costs, adhere to the principle of prioritizing efficiency, and implement internal recruitment in a timely manner.

(3)降低管理過程成本。有效地管理可以使員工的自身價(jià)值得到提升，使員工有歸屬感，激發(fā)員工的積極性，是留住人才的重要手段:

(3) Reduce management process costs. Effective management can enhance the self-worth of employees, give them a sense of belonging, stimulate their enthusiasm, and is an important means of retaining talent:

提升績效

Improving performance

成本與績效兩者之間有著極為密切內(nèi)在聯(lián)系。提升績效是降低人力成本的有效法寶之一。如何提升績效，使績效考核走出“走過場”和“流于形式”的怪圈。關(guān)鍵要遵循八大要素

There is a very close internal connection between cost and performance. Improving performance is one of the effective ways to reduce labor costs. How to improve performance and break free from the cycle of "going through the motions" and "becoming mere formality" in performance evaluation. The key to solving the problem lies in following eight key elements

(1)歸納考核項(xiàng)目(2)列出計(jì)算方式(3)界定項(xiàng)目內(nèi)涵(4)確定項(xiàng)目目標(biāo)(5)權(quán)重項(xiàng)目分配(6)制定評分規(guī)則(7)定位數(shù)據(jù)來源(8)區(qū)分考核周期

(1) Summarize assessment items (2) List calculation methods (3) Define project connotation (4) Determine project objectives (5) Assign weight items (6) Develop scoring rules (7) Identify data sources (8) Distinguish assessment cycles

制定合理有效薪酬制度

Develop a reasonable and effective salary system

在人力資源管理中，薪酬體系具有不可替代的激勵(lì)和導(dǎo)向作用，是調(diào)動(dòng)人力資源有力的杠桿。一個(gè)平衡性的薪酬設(shè)計(jì)方案必須兼顧兩個(gè)方面:確保薪酬能夠吸引、激勵(lì)和保留員工;保持組織在市場上有競爭性的成本結(jié)構(gòu)。一個(gè)合理的薪酬設(shè)計(jì)是降低人力成本的又一有效手段。薪酬設(shè)計(jì)必須遵循的六大原則:

In human resource management, the salary system plays an irreplaceable role in motivating and guiding, and is a powerful lever for mobilizing human resources. A balanced compensation design plan must consider two aspects: ensuring that the compensation can attract, motivate, and retain employees; Maintain a competitive cost structure for the organization in the market. A reasonable salary design is another effective means to reduce labor costs. The six principles that salary design must follow:

(1)戰(zhàn)略導(dǎo)向原則。

(1) The principle of strategic orientation.

(2)經(jīng)濟(jì)性原則。

(2) Economic principle.

(3)體現(xiàn)員工價(jià)值的原則。

(3) The principle of reflecting employee value.

(4)激勵(lì)作用原則。

(4) Principle of motivational effect.

(5)相對公平的原則。

(5) The principle of relative fairness.

(6)外部競爭性的原則。

(6) The principle of external competitiveness.

(7)綜合考慮因素的原則。

(7) The principle of considering factors comprehensively.

建立員工素質(zhì)模型

Establish an employee quality model

通過建立員工素質(zhì)模型，使員工的素質(zhì)與其崗位相匹配，提高工作效率，降低人力成本。員工的素質(zhì)構(gòu)成包括動(dòng)機(jī)、品質(zhì)、自我認(rèn)識(shí)、角色定位于價(jià)值觀、知識(shí)和技能，這五項(xiàng)因素。被挖掘的深度不同，員工的素質(zhì)利用程度就不同，工作績效的開發(fā)也就不同，人力成本的利用率也就不同。

By establishing an employee quality model, the quality of employees can be matched with their positions, improving work efficiency and reducing labor costs. The quality composition of employees includes five factors: motivation, quality, self-awareness, role positioning in values, knowledge, and skills. The depth of exploration varies, the degree of utilization of employee quality varies, the development of work performance also varies, and the utilization rate of labor costs also varies.

(1)員工素質(zhì)與績效的關(guān)系。員工的素質(zhì)影響行為，行為直接影響績效目標(biāo)的完成，在企業(yè)人力成本付出相對不變的情況下，績效目標(biāo)的完成情況，會(huì)影響人力成本的有效率。

(1) The relationship between employee quality and performance. The quality of employees affects their behavior, which directly affects the achievement of performance goals. In the case of relatively unchanged human resource costs, the completion of performance goals will affect the efficiency of human resource costs.

(2)建立素質(zhì)模型的步驟。素質(zhì)模型就是為了完成某項(xiàng)工作，達(dá)成某一績效目標(biāo)，要求任職者具備的一系列不同素質(zhì)要素的組合。員工的素質(zhì)模型的建立，應(yīng)遵循以下程序;定義績效標(biāo)準(zhǔn)、選取分析樣本、獲取有關(guān)能力素質(zhì)的數(shù)據(jù)資料、建立能力素質(zhì)模型、完善能力素質(zhì)模型。

(2) Steps to establish a competency model. The competency model is a combination of a series of different competency elements that employees are required to possess in order to complete a certain task and achieve a certain performance goal. The establishment of an employee's quality model should follow the following procedures:; Define performance standards, select analysis samples, obtain data on competency, establish competency models, and improve competency models.