| DI is a mechanical machining company mainly focuses on the machining of automobile parts, marine engine parts and hydraulic parts. The company was established in the 1970s which is a labor service company at first. There are about 1000 employees currently, about 800 of them are formal employees, and others are labors and technical school trainees. There are 12function departments including 2 manufacturing departments.With the dramatic development of cooperation and expanding of business, the customer structure has changed from pure internal to mainly foreign customers. The proportion of Chinese clients is regressive year after year. Since foreign customers have an extremely high demand for equipments and process precision, it's not an easy job to fulfill the order. With such greatly machining difficulties and quality demand, the need for all kinds of qualified staff is becoming obvious. At the same time new projects also need more hands. Now some serious problems about human resource management we have are: low efficiency, low education level, and staff aging. Like other fast-growing enterprises, high demand and short supply make HR problem even worse. Some new projects are postponed because of lack of right personnel to develop and manage. HR management has become the bottleneck of business development.Solving the conflict between demand and supply is the precondition to survive and develop in keen market competition. The most effective measure is to introduce a reasonable HR plan. This article analyzes main problems exist in HR planning by using related theory combined with current business fact and industry development status; proposes a mil-short-term planning; provides resolutions. These will help to release supply/demand conflict, meet company development needs and will be a good example for developing manufacturing companies like DI. |
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