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1、types:oneisthelackofcapacity,"cannotbe".FullstoppedcuttingHou,somepeoplespiritslack,initsbitnotconspiracytoitspolitical,notDanthing,andnotsteward,andperfunctory,somecadresoninnovationdevelopment"sixbigindustry",andadvancesupplysidestructuralreform,and"threetoadropafill"andP
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5、butseekingnohad,eventryingtoavoidancethingavoidanceaccountability.Second,thedialecticalstrategy,positivechange.Nowsomeofficials"fortheofficersnotto"phenomenonhasbecomeaprominentissue,afewlocalandpoliticalecologyinasub-healthyorunhealthycondition,colleaguesofthecircle,andthe
6、relationship,somepeople一、制定企業(yè)人力資源規(guī)劃的基本程序1、調(diào)查、收集和整理涉及企業(yè)戰(zhàn)略決策和經(jīng)營環(huán)境的各種信息。2、根據(jù)企業(yè)或部門的實(shí)際情況確定其人員規(guī)劃期限，了解企業(yè)現(xiàn)有人力資源狀況，為了預(yù)測工作準(zhǔn)備精確而翔實(shí)的資料。3、在分析人力資源需求和供給的影響因素的基礎(chǔ)上，采用定性和定量相結(jié)合，以定量為主的各種科學(xué)預(yù)測方法對企業(yè)未來人力資源供求進(jìn)行預(yù)測。4、制定人力資源供求協(xié)調(diào)平衡的總計(jì)劃和各項(xiàng)業(yè)務(wù)計(jì)劃，并分別提出各咱具體的調(diào)整供大于求或大于供的政策措施。5、人員規(guī)劃的評價(jià)與修正。二、企業(yè)人員供給預(yù)測的步驟？1、對企業(yè)現(xiàn)有
7、的人力資源進(jìn)行盤點(diǎn)，了解企業(yè)員工隊(duì)伍的現(xiàn)狀2、分析企業(yè)的職務(wù)調(diào)整政策和歷年員工調(diào)整數(shù)據(jù)，統(tǒng)計(jì)出員工調(diào)整的比例。3、向各部門的主管人員了解將來可能出現(xiàn)的人事調(diào)整狀況。4、將上述的所有數(shù)據(jù)進(jìn)行匯總，得出對企業(yè)內(nèi)部人力資源供給量的預(yù)測5、分析影響外部人力資源供給的各種因素，并依據(jù)分析結(jié)果得出企業(yè)外部人力資源供給預(yù)測。6、將企業(yè)內(nèi)外人力資源供給預(yù)測進(jìn)行匯總，得出企業(yè)人力資源供給預(yù)測。三、企業(yè)人力資源供求不平衡的解決辦法1、永久性辭退某些勞動(dòng)態(tài)度差、技術(shù)水平低、勞動(dòng)紀(jì)律觀念差的員工2、合并和關(guān)閉某些臃腫的機(jī)構(gòu)3、鼓勵(lì)提前退休或內(nèi)退，對一些接近而還未達(dá)退
8、休年齡者，應(yīng)制定一些優(yōu)惠措施，如提前退休者仍按正常退休年齡計(jì)算養(yǎng)老保險(xiǎn)工齡，有條件的企業(yè)，還可一次性發(fā)放部分獎(jiǎng)金，鼓勵(lì)提前退休。4、提高員工整體素質(zhì)，如制定全員輪訓(xùn)
