"Employee relations" originally originated from the human resource management system of Western enterprises, and due to the serious contradictions between the company and employees, it gradually affected the development and stability of enterprises. In this kind of contradiction between organizations and individuals, managers gradually realize the important role of alleviating labor conflicts in the development of enterprises.
Later, as the concept of Total Relationship Management (TRM) was recognized and gradually implemented by many enterprises, the implementation of customer relationship management (CRM) for external customers and employee relationship management (ERM) for internal employees management) has also gradually developed.
How to understand employee relationship management.
Employee relationship management in the narrow sense refers to the process of communication and exchange between organizations and employees, between managers and employees, and between employees and employees, managers at all levels and human resource managers create a positive and enterprising working atmosphere through positive and soothing communication techniques, improve employee engagement and satisfaction, and let employees make due efforts for the realization of organizational goals.
Employee relationship management in a broad sense refers to the implementation of various human resource management policies and mechanisms by managers and human resource managers at all levels in the organization through various methods and means of human resource management, regulating the interconnection and mutual influence between the organization and individual employees, and taking into account the balance of individual value of employees while achieving strategic planning and development goals of the organization.
The value of employee relationship management.
As long as there is an employment relationship in the organization, there must be an antagonistic and unified relationship between labor and management in terms of positions and interests. If the organization only regards employees as "tools", ignores the physical and mental health of employees, and ignores the opinions put forward by employees, it will inevitably cause complaints from employees in the long run, trigger rebellious emotions of employees, and cause employees to resign, create a loss of talents, and increase the organization's employment costsIn the worst, it may trigger employee strikes and various collective incidents, which will seriously affect the normal operation and social stability of the enterprise.
Although the work of employee management is trivial and not easy to reflect value, it is an indispensable and important part of the human resource management system.
Through employee relationship management, it can improve employees' satisfaction with the enterprise, enhance employees' contribution, strengthen employees' loyalty, and enhance employees' engagement, so as to enhance customer satisfaction, maintain the company's competitive advantage in the market, and improve the effectiveness and efficiency of enterprise operations.
Active employee relationship management is conducive to the development of the core competitiveness of enterprises.
The core competitiveness of enterprises includes not only the competitiveness of brand, technology, and innovation, but also the competitiveness of talents and culture. Good employee relationship management is an important guarantee for building a harmonious organizational culture and forming a stable employee team.
Better employee relationship management is not only the need for internal management, but also the need to maintain a good social reputation and corporate image externally. Organizations that do a good job in employee relationship management usually have a higher reputation in the society, which becomes a strong guarantee for the healthy operation of the organization and the attraction of talents.
The content of employee relationship management.
The content of employee relationship management is complex, and different organizations and different theories classify it differently.
1) Employee discipline management.
This includes developing and maintaining relevant systems, processes, codes or standard operating procedures (SOPs).Through publicity, guidance, correction, rewards and punishments in the implementation process, improve the uniformity of employee behavior and organizational discipline.
2) Labor relations management.
This includes employee entry and resignation proceduresPrevent risks associated with onboarding and offboarding;Personnel information management;Personnel file management;Labor Contract Management;Labor security material management;Handling employee complaints;Handling labor disputes;Dealing with unexpected events, etc.
3) Communication management. This includes establishing and maintaining smooth communication channels between employees and superiors;Establish and maintain a system of rationalization proposals;Establish and maintain ways for employees to participate in part of the company's decision-making;Guide and help employees to build good interpersonal relationships at work, etc.
4) Employee support services.
This includes the Employee Assistance Program (EAP) to help employees achieve a work-life balanceEmployee satisfaction surveys, giving priority to solving the problems that employees are most concerned about;Monitor and address labour risk matters;Provide universal training services for employees' life and work-related knowledge;Employee physical and mental health services, etc.
5) Employee activity management. It includes creating and maintaining the way, place or atmosphere of various leisure activities of employees, and regularly organizing and carrying out various cultural, sports and entertainment activities to enrich employees' lives, relieve work pressure, realize the combination of work and rest, and enhance the cohesion of the organization.
6) Organizational culture construction. This includes building and maintaining a healthy and uplifting organizational cultureEncourage employees to participate in the establishment and maintenance of corporate culture;Guide employees to identify with the organization's vision and values, and match the organization's vision and plan with the employee's vision and plan.
The principles for implementing employee relationship management are as follows.
The premise of employee relationship management is the sustainable development of the enterprise;
The basic requirement of employee relationship management is reasonable;
The bottom line requirement for employee relationship management is legal compliance.
Occupational safety and health management.
Labor. Safety and health management is a process in which an organization strengthens labor protection, ensures operation safety, avoids the infringement of toxic substances, protects the physical and mental health of employees, and prevents the loss of employees' lives and safety by formulating various systems and implementing various measures according to its own production and operation conditions.
Labor protection management operations.
In accordance with the provisions of Chapter 1 of the "Regulations for the Administration of Labor Protection Articles for Employers" (January 15, 2018).
Article 4 Labor protection articles are auxiliary and preventive measures provided by employers to ensure the safety and health of workers, and labor protection articles shall not be used to replace engineering protective facilities and other technical and management measures.
Article 5 Employers.
The management system should be improved, and the management of the allocation, distribution, and use of labor protection articles should be strengthened.
Article 6 The employer shall arrange special funds for the provision of labor protection equipment, and shall not substitute money or other items. This provision is included in the production cost and is disbursed according to the actual expenditure.
For several positions with common special job requirements, the standards for the labor protection equipment issued by the enterprise to employees can be referred to the table.
The selection of labor protection supplies for other posts can refer to the following standards.
Code for the Selection of Personal Protective Equipment (GB T 11651);
Specification for the selection of head protection helmets (GB T 30041);
Code for the Safe Use of Fall Protective Equipment (GB T 23468);
Basic requirements for the equipping of personal protective equipment (GB T 29510);
Hearing Protector Selection Guide (GB T 23466);
Respiratory protection - Self-priming filtering anti-particulate respirator (GB 2626);
Selection, Use and Maintenance of Respiratory Protective Equipment (GB T 18664);
Protective clothing Selection, use and maintenance of chemical protective clothing (GB T 24536);
Hand protection Guidelines for the selection, use and maintenance of protective gloves (GB T 29512);
Personal Protective Equipment Guidelines for the Selection, Use and Maintenance of Foot Protective Shoes (Boots) (GB T 28409).
The selection procedure for labor protection equipment is shown in the figure.
The safety protection measures for several types of key jobs with potential safety hazards are shown in the table.