Mao Liya: From Human "Xiaobai" to Technical Expert
Release time:
2022-07-24
Last year # February, Mao Liya was transferred to the Human Resources Department. Before that, she had no foundation in human resources work. In less than a year, she participated in the labor relations coordinator competition of Wucheng district staff skills competition and won the title of "Wucheng district technical expert " . How did she make this change in less than a year?
Mao Liya just entered the peak, worked in the customer service department of the peak international trade, and later transferred to the group office to do back office work. She has never come into contact with the work of human resources. Her relevant knowledge is very weak. She is the human resources "Xiaobai " that she did not even know at the beginning when she Junior College only had a diploma. After transferring to the Human Resources Department, she is mainly responsible for personnel entry and exit management, social security benefits, personnel file management, personnel information maintenance and other work. Although my colleague took her for a month at the time of the handover, because I had not contacted her before, I only knew a lot of things. The work of personnel is highly professional. In addition to mastering labor-related laws, regulations and policies, and internal human resources-related systems, it is also necessary to skillfully operate office software and human resources systems, especially to process large amounts of data, and it is more necessary to skillfully use functions to calculate. She learned a little bit, asked her colleagues for advice on what she didn't understand, wrote it down in her notebook, and turned it out from time to time. She said that her understanding is not high, many things need colleagues to say several times to understand, fortunately, colleagues are very patient. Now that she can operate the software better, she is not as flustered as before.
In order to understand the personnel management norms more intuitively, Mao Liya took the initiative to sort out the previous personnel files, to understand what the contents contained in the personnel files were, and what were the differences between the previous files and the current ones ... By sorting out the files, she had a preliminary understanding of the development of personnel management of the peak, and also had a certain understanding of how to standardize the personnel files, usually work will also pay more attention to the collection of information. And retired employees can also understand what they are looking for more quickly when they come to the file.
Speaking of this competition, Mao Liya said that this is different from the usual test only to reach the qualification line, so at the beginning of the registration, she set herself a goal, that is to enter the top three. This competition is divided into two parts: theoretical and practical. Because of the epidemic situation, no relevant offline training was organized. She read books and materials by herself, and asked in WeChat group or asked colleagues for advice if she did not understand. Two months of review time, in addition to the information sent by the teacher, she also searched for relevant information online to learn. Because she was worried that she would not be able to review when she went home, she stayed in the office to read the materials after work. She said that her son didn't take care of the whole review period. However, she is very satisfied with the results of these two months of hard work. But through the competition, she also saw her own shortcomings. In the future work, she will have a more comprehensive grasp of relevant policies and regulations, and can use them well when encountering specific problems.
(ReporterNi Yingzhen)
More information
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2020
07-31
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2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
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2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
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2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
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