【Customer industry】Cultural tourism industry
Problem type: job analysis and job assignment
【Customer Background】
A large tourism service company located in Sichuan Province, founded in 2001, is a Sichuan State-owned Assets Supervision and Administration Commission under a comprehensive state-owned enterprise with tourist passenger transport as the leader, entertainment and leisure, hotel reception as one, the company registered capital of 70 million yuan, with fixed assets of more than 700 million yuan. Since its establishment, the company has entered the fast lane of development with the help of the vigorous development of tourism, and has gained a place in the tourism service industry in Sichuan Province and even the whole country.
With the continuous development of the company, the superior leaders have also put forward refined requirements for the company's management, but there are still some problems that plague the managers of the company, the most prominent of which is the current staffing and staffing of the company's sightseeing bus passenger station in the scenic area. At present, the company's main business is the transportation industry, transporting tourists to various stations in the scenic area for sightseeing, and sending tourists out of the scenic spot safely. Due to the spatial distribution of each station and the cultural attractions around the station, different stations reflect different busy and idle situations. For example, some stations are located near the central axis of the scenic spot, extending in all directions, and many tourists have to transfer and transfer from here, so the amount is larger; Some stations are located in a more remote area, and the nearby tourist attractions are low-profile historical monuments or natural scenery, so the number of sites is small. In addition, different stations have different busy and leisure time of day, some stations have a concentration of tourists in the morning and evening, and some stations have a concentration of tourists at noon. How many people should be allocated to each site and how to allocate personnel have become urgent problems to be solved.
The company tries to make reasonable arrangements and deployments of personnel through many years of work experience of managers, which has played a role in optimizing the use of personnel to a certain extent, but is the judgment of managers accurate and objective, and whether it is scientific and reasonable to judge only based on experience? In order to ensure the proper solution of the problem and the professionalism of the plan, the company decided to cooperate with Beijing Huaheng Zhixin Human Resources Consulting Co., Ltd., a professional third party in human resources, to carry out the design of the fixed posts and staffing models of each sightseeing bus station in the passenger transportation center.
【Huaheng Zhixin Solution】
After arriving at the site, the Beijing Huaheng Zhixin project team conducted many interviews and field visits to the company's various sites in the scenic spot, and clarified the key points of the follow-up post and staffing work, which is reflected in the following four steps:
1. Clarify the classification mechanism of different passenger flow at each station
Through on-site interviews and research, the project team first determined the daily busy and idle classification of each site, combined with the information of each site's land occupation scale, functional positioning, number of posts and other information, and clarified the 4-5 level of busy and idle classification for different stations, so as to lay a model foundation for the subsequent personnel assignment and staffing analysis of each site under different passenger flow conditions.
For example, a site A is divided into 3 types of positions: conductors, ticket inspectors and departers, through actual communication and on-site observation and research, the project team analyzed the busy and idle situation of different passenger flows at site A, and through realistic work and interviews for each post, combined with the actual busy and idle situation and work saturation, the number of people who need to be configured for each position is clarified to form a grading table, as follows:
The number of personnel required for each position" represents the number of people required for each position at the busiest time of the day. In the same way, the project team also used the same method to analyze the passenger flow of the other six stations, and clarified the number of people who should be allocated to each post in the station under the premise of different passenger flow classifications through scientific methods.
2. Clarify the distribution of busy and idle time periods at each site in a day
Because the busyness of each station is directly related to the number of tourists, and the hourly flow of tourists at the same station in a day is not constant, there is a relatively obvious tidal phenomenon, and there are more people in busy hours and less people in idle hours, so it is also necessary to clarify the actual busy and idle situation of each station in a day, so as to lay the foundation for a reasonable personnel scheduling design.
For example, a certain site B is far away from the gate of the scenic spot, but because it is close to the core scenic spot of the scenic spot, most tourists will choose to enter the scenic spot by car in the morning and arrive at site B first to play; Visitors begin to return in the afternoon, and stop B closes in the afternoon. Through a few days of actual observation, station B is the peak period of tourists between 7 am and 9 am, and there are relatively few tourists after 9 am to before 2 pm, and the number of returning tourists gradually increases after 2 pm. Therefore, in the arrangement of personnel work time, you can arrange to arrive at 6 o'clock in the morning; The middle shift arrives at 1 p.m. to balance employee hours.
3. Establish a model based on the collected data and information
Combined with the busyness and leisure classification of each station under different passenger flow conditions, as well as the busyness and leisure situation of each station in a day, the project team began to comprehensively design the post staffing and staffing model.
Firstly, by analyzing the number of daily visitors to scenic spots in the past year, the relationship between the number of daily visitors and the daily visitor flow of each station was established. For example, in the analysis of one year's data, the daily passenger flow of site A accounts for 13% of the daily number of tourists in the scenic spot; Station B accounts for 22% of the daily number of visitors to the scenic spot, etc. As a result, the number of visitors per day can be obtained through the reservation system of the scenic spot, and the estimated number of visitors to each station can be calculated. For example, if the number of reserved visitors is 10,000 tomorrow, the daily visitor flow of attraction A is expected to be about 1,300.
Secondly, the number of personnel that need to be configured is determined through the busyness and leisure classification of each site. Following the above example, attraction A is expected to have a passenger flow of 1,300 people on the same day, then combined with the model, 1 conductor, 1 ticket inspector, and 2 departure clerks should be configured at the busiest time of the day. Combined with the analysis of the busy and idle situation of site A in a day, the concentration time of tourists at site A is from 9 a.m. to 3 p.m., so it is actually recommended that the staffing is 1 conductor and 1 ticket inspector at 7 a.m., and the departure of a small number of tourists is taken into account by the ticket inspector; At half past eight in the morning, two drivers arrived at their posts; After 3:30 p.m., there will be 1 conductor and 1 conductor or ticket inspector in the station. By analogy, the model is designed to improve the staffing of each station under different passenger flow levels.
4. Clarify the number of personnel at each site
The project team's clarification of the actual number of personnel at each site also relies on the staffing model under different busy and idle conditions. The project team selected representative years in the history of each site, extracted the daily visitor number data of the site, and combined with the staffing tool to clarify the number of people that should be configured in different time periods every day, and calculated the daily working hours of various positions. The daily working hours data is summarized annually, starting with 8 hours per person per day and 21 hours per month75 days to calculate the number of compliance personnel at each site; Combined with a certain amount of overtime hours, overtime and holidays, etc., the recommended number of people is calculated according to the working hours; In addition, the project team also designed several other variables from the perspective of the client company, such as weather conditions, emergencies, etc., and calculated a reasonable number of personnel through the adjustment of the variables. On the basis of analyzing the reasonable staffing of each site through historical data, it should also be considered in combination with the actual situation, for example, if the employees at a site are older, in poor physical condition, and often take sick leave, it should also be taken into account in the staffing consideration.
[Reflection and summary].
There are many results that can affect the fixed post and fixed arrangement, and from the macro perspective of the enterprise, the strategic positioning and organizational structure will affect the results of the fixed post and fixed arrangement; From a local point of view, the main factors that affect the results of job assignment and assignment are the work saturation and actual work content of the post. Therefore, when carrying out the work of fixing posts and fixing the number of posts, it is necessary to pay close attention to the key points of work, start from historical data, work analysis and other details, and carry out the work in an orderly and logical manner.
The analysis of common work saturation and actual work content mainly focuses on the workload, work composition and work intensity of the position. The workload of the post can be grasped by the net time of work in a day, if the workload of the post is not saturated, then you can consider part-time, reduce the establishment and other methods; For example, the position is almost all temporary and exceptional, and there is no fixed responsibility and routine work, then the position is recommended to be abolished; For example, when a position is busy, it is not possible to work 12 hours a day, so in order to ensure the quality and progress of the work, it may be considered to increase the staffing or carry out phased labor dispatch and outsourcing in the stage of high work intensity.
Huaheng Zhixin original, welcome everyone**, but please indicate "**WeChat***Huaheng Zhixin", otherwise it will be regarded as infringement!!