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2/36ContinuingreportofHRM（TheHotelParisInternational）院系：班级：人力学号：姓名：课程名称：人力资源管理完成时间：年月至年月

ContentTOC\o"1-1"\h\z\uCHAPTER1INTRODUCTIONTOHUMANRESOURCEMANAGEMENT 3CHAPTER3HUMANRESOURCEMANAGEMENTSTRATEGYANDANALYSIS 5CHAPTER4JOBANALYSISANDTHETALENTMANAGEMENTPROCESS 8CHAPTER5PERSONNELPLANNINGANDRECRUTING 12CHAPTER6EMPLOYEETESTINGANDSELECTION 15CHAPTER7INTERVIEWINGCANDIDATES 17CHAPTER8TRAININGANDDEVELOPINGEMPLOYEES 21CHCAPTER9PERFORMANCEMANAGEMENTANDAPPRAISAL 24CHAPTER10MANAGINGEMPLOYEERETENTION,ENGAGEMENT,ANDCAREERS 26CHAPTER11ESTABLISHINGSTRATEGYPAYPLANS 29CHAPTER12PAYFORPERFORANCEANDFINANCIALINCENTIVES 30CHAPTER13BENEFITSANDSERVICES 31

CHAPTER3HUMANRESOURCEMANAGEMENTSTRATEGYANDANALYSISIwouldrecommendthattheCatersexpandtheirqualityprogram.Myreasonsareasshownbelow.First,thecompanyfacedtoalargerscaleandonlyholdingemployeemeetingscan'tsolvealltheproblemstheyfacing.Sowemustexpendwaysandmeasuresforeveryemployeeinordertowideningthefeedbackchannelfortheproblemofcompany.Second,asamanager,wecan’tbeeverywherewatchingeverythingallthetime.Andexpendingthequalityprogramisarealwayforinnovationandsustainabledevelopmenttothecompany.Weneedtodiscoveraseriesoffindingformakingprogressatanytime.Specifically,Catershouldexpandtheirqualityprogrambytakingformsasshownbelow.Weneedmakeascientificstrategichumanresourcemanagementinthewholecompanyinordertoguaranteetherunningofit.Traininganddevelopmentisthefirststepforstrategy.ItwillbeexplicitifCatersmakeemployeesknowthatwherearetheynowandwhotheyare,andwritingajobdescription,significantly.Theywilllearntosizeupthesituationincludingperformexternalandinternalaudits.,Afterwards,Caters’strategicoptionswillbeknownandbecreatedbymanagersandevenemployeeseasily.Atthesametime,theywillbesupportiveandhavingahighperformance.Itcanminimizetheplaneturnaroundongroundandthemealsandfrillsandsoon.Allofthesebenefitsaretodecreasecostsandincreaserevenuesfortheorganization.Aquestionwemustfacetoandneedtobesolvedurgentlyiswhethertheemployeeswanttoactandacceptlikemini-manageronlywithearningabout＄8to＄15perhour.Itreferstothequestionofsalaryadministration.Soifwemakeafairsalarysystemthatemployeesapproval,wewillgainadifferentgroupwhichismuchbetterandcompetentthaneverbefore.Inaddition,IthinkCatersshouldfocusontheoutlinesummarizingimportantHRpracticeasIdesignedbelow.FirstofallIthinkitisimportanttocollecttheopinionsofcustomersandemployeesbeforewemakeasystematicofHRpractice.Wewillidentifyclearconditionofworkingandprogrambydoingthis.ThenwemustmakeJobDescriptiontoeachpositionofCaterCenter.Wecandecidehowtomeasuretheperformanceofanoldornewhires.Forexample,withCatersystem,hiringmanagersinputtheirevaluationsofeachnewhireattheendoftheemployees’firstseveraldays.Refertotheirimportantdesigned,wecanmakeaHRpracticecategoryandanalysisforCatersasIreferbelow.HRpracticecategoryDescriptionExamplesStuffingProcedurestoevaluaterelevantknowledge,skills,abilitiesforfitSelectivescreeningassessmentoftechnicalinterpersonalskills/attitudes/personalSelf-managedteamsPowerdownwardbygrantingauthorityandresponsibilityEmployeeparticipationprogramsTeamswithdecisionmakingauthorityDecentralizeddecisionmakingEmpoweringemployeesAuthoritytomakedecisionsparticipatemanagementTrainingFormalizingprogramstodevelopknowledge,skills,abilitiesTrainingforcurrent/futureskillsTechnicalinterpersonalFlexibleworkassignmentsBroadenindividualknowledge,skills,abilitiesJobrotationjobenrichmentabilitiestoperformjobCommunicationOpencom.ChannelstoexpressviewpointsEmployeesuggestionsystemsCompensationPerformance-contingentpay,group-basedpay,marketpaypoliciesProfit/gainsharingownership

CHAPTER4JOBANALYSISANDTHETALENTMANAGEMENTPROCESSTheformattobeusedtowritethejobdescriptionofthelaundrymanagerFirstofall,weneedtoanalyzethestructureofCaterCleaningCompanysothatidentifythedescriptionofjob.Wecangetthetableofstructurebyanalyzingasshownabove.Fromthedrawingabove,wecanseethatlaundryorganizationisthesimplestverticalmanagementmode,laundrymanagersaretheirbasicjobs,buttherearemultiplepostsunderthem.Thissimpleorganizationalstructureissuitableforthiskindofcompany.Fromthedrawingabove,wecanseethatlaundryorganizationisthesimplestverticalmanagementmode,laundrymanagersaretheirbasicjobs,buttherearemultiplepostsunderthem.Thissimpleorganizationalstructureissuitableforthiskindofcompany.Firstofall,thesizeofalaundryasanenterprisewillnotbelarge.Secondly,thegeneralobjectivesandtasksandresponsibilitiesoftheLaundromatmanagersmentionedinthecasearerelativelyspecificandrelativelysmall.Intheend,thestaffofthelaundrywillnothaveahighlevelofknowledge,whichisrelatedtothecontentoftheirwork.Tosumup,weshouldpayattentiontothefollowingpointsinwritingthejobinstructionsofthelaundrymanager.1. Thejobdescriptionshouldbesimpleandeasytowriteintheformat,nottoocomplicated2. ThejobdescriptionshouldbeeasytounderstandinthedescriptionofthecontentAccordingtothis,thejobdescriptionoftheformisbestsuitedtothemanagerofthelaundry.What’smore,workstandardsandproceduresshouldbewrittenintothejobdescription.Thejobdescriptionisadetaileddescriptionoftheinformationrelatedtothejob,whichincludesthepersonconcerned,andthedescriptionalsocontainsadescriptionoftherelatedmatter.Theworkingstandardandprocedureisadescriptionofthejobrelatedmatters.Itfurtherexplainswhatextentthedutypersonnelshoulddoandhowtodoit.Asaresult,Ithinkthatworkstandardsandproceduresshouldbewrittenintothejobdescription.HowcanJennifercollecttheinformationneededtowriteworkstandards,workprocedures,andjobdescriptions?Ithinktherearemanywaysofcollectinginformation,suchasthefollowing:1.Summaryoftheworkstandards,proceduresandjobdescriptionsofsimilarenterprises.2.Collectopinionsoncustomersandemployees.3.Consultanumberofexpertsandintermediaries.4.Getthemaininformationfromtheactivitiesofemployees,actionsofpeople,theworkingperformance,workingbackgroundandtherequirementofemployeesandsoon.Thestoremanagers’jobdescriptionshouldlooklikeandcontainasthetablebelow.

PostNamePostNumberPostCategorySubordinateDepartmentPostSequencePostQuotaSummaryofpostJobbasisJobcontentJobtargetMainRelationshipofPostBasicTrainingRequiredDutiesandStandardsBasicCapacityRequiredPerformanceIndicatorsUseToolEquipmentQualificationWorkingHoursProficientWorkPeriodDiversityofWorkExperienceDateofCompilationDuraltheConveyancesEffectiveDateInforming

CHAPTER5PERSONNELPLANNINGANDRECRUTINGHowwouldIrecommendwegoaboutreducingtheturnoverinourstores?Ipreparesomesolutionsbelow.Makingareasonablerecruitmentplanisthemostimportantsteptokeepemployeesstayinginthecompany.Weneedtoresearchcarefullywhenweinterviewthemandwemustexcludesomeoneshaky.Toacertainextent,therateofturnoverwillbedecreasedbydoingthis.Shapinganattractivecorporatecultureisanimportantmeasuretoretainemployeesandexecutive.Asweallknow,anicekindofculturecanshapepersonalityandalsoformasenseofbelonginganddependence.Makingpositivecompensationandwelfareisalsoimportantforretainingemployees.Wenotonlyneedtogivejusticesalarytoemployees,butalsoneedtomakeactivewelfaresystemforstimulating.Also,wecanofferthecompany'sstockoptionsorequityplansisarelativelylowcostwaytoincreasethelong-termpotentialincomeofemployees.Lastbutnotleast,wemusttakecareofemotionsofemployeesatanytime.Suchastheirrelationswithfamilies,withsupervisor-subordinate,withcolleagues,andevenwiththeirownspiritsincludingtheircareerhappinessandsoon.IbelievewecanretainouremployeesmuchbetterbydoingtheseIdemonstratedabove.Ithinkweneedthesecausestoresolvethequestionhowtoimprovethequalityofapplicantandtherateofpassing.Makeafeasiblerecruitmentstrategy.HR'sownqualityandknowledgearealsoimportanttochoosetheappropriatelocationandlocation,andtoimprovetherecruitmentefficiency.Therecruitmentinformationwillhelpustoselecttalentsscientifically,makeclearqualifications,andidentifyhighlyqualifiedapplicantswithcompetence.Inaddition,structuredinterviewscanbecarriedout.Promotetheemployingdepartmenttoparticipateinthewholeprocessofrecruitment.Becausetheworkenvironment,leadershipstyleandmanagementconceptareusedbecauseoftheunitforwhatkindofItdiffersfrommantoman.,jobseekers,onlyusedepartmentmostclearly,therefore,recruitmentdepartmentstocontinuetoinstillinDepartmentRecruitmentconcept,promotetheiractiveparticipationinthewholeprocessofrecruitment,humanresourceplanning,recruitment,interviewneedstodeveloprecruitment,etc..Lastbutnotleast,itisalsoimportanttocreateaharmoniousenterpriseenvironment.Consideredcarefullyforallofinformationthejobseekersneedwhenwepublishingajobadvertisement.Wecanmakejobadvertisementasisshownbelow.ThejobadvertisementforCaterCleaningCompanyAddressPublishingtimeDeadlineMorethanoneyear'sworkexperience|AgeisnotlimitedMorethan＄6perhour

Feedbackin5daysJobdescriptionPostdutiesTenurerequirementsWorkingexperiencepreferredHavebasicmanagementabilityHavestrongbusinessunderstanding,planexecution,writingabilityandlearningability.Befamiliarwith...Lawsandregulationstoavoidlabordisputes;HigherprofessionalismEnterpriseintroductionOtherinformation：Department:HumanResourcesDepartmentProfessionalrequirementsContactE-mailPleaseindicatethenameornumberofthepositioninthemailandindicatethattherecruitmentinformationcomesfromtheHR.com

CHAPTER6EMPLOYEETESTINGANDSELECTIONSomeadvantagestoJennifer’scompanyofroutinelyadministratinghonestyteststoallitsemployees.Testinghonestyofemployeescannotonlystrengthenthecompany'sdiscipline,butalsokeepthecompanyopenandfairandtheorganizationstructureiscompleteandtransparent.Inaddition,itcanpromotetheorderlyconductofproductionandavoidunnecessaryfinanciallosses.Itcanstrengthenthecohesivenessofenterprisesandsettingupagoodsocialimage,soastoensurethecredibilityofthestaffandenhancecorporatereputationandcustomersatisfaction.SomedisadvantagestoJennifer’scompanyofroutinelyadministratinghonestyteststoallitsemployees.Employeesmaybelackasenseofsecurityandbelonging,andtheyfeelthattheyaredoubtedbytheirsuperiors.Also,itmayincreasethecostofworkandtimeandreducetheeffectiverateofreturnofenterprisesWhatotherscreeningtechniquescouldthecompanyusetoscreenouttheft-proneandturnover-proneemployees?Andhowexactlycouldthesebeused?Wecanimporttheintroductionofspecialpersonnel,whoisintegritytestingliteracy,includingleakagetheory,informationmanipulationtheory,realmonitoringtheory,andinterpersonaldeceptiontheoryandsoon.Also,wecandesignintegritytestscaletoidentifythefaithofemployees.Thetypesoftestsaretestsofcognitiveabilities,testsofmotorandphysicalabilitiesandmeasuringpersonalityandinterestsandachievementtestsandimprovingperformancethroughhires.Wecanmakethebackgroundcheckmorevaluableinformationofemployeesbydoingthesetests.Howtofireastolenemployeeandhowtodealwiththereferencecallsabouttheseemployeeswhentheygotoothercompanieslookingforjobs?Ithinkweshouldfirestolenemployeesinfrontofthestaffsofourcompany.Nottolethimbedisgraceddeliberately,buttoletemployeesknowhowimportantthesincerityisandhowpreciousthetrustsare.Asforthereferencecallsabouttheseemployeeswhentheygotoothercompanieslookingforjobs,IthinkIwillbemercytohimandtellanothercompanythatthisemployeecanbeinspectedandretainedifhedidn’tmaketoomuchofmistake,eventhoughIfiredhimabidebytherules.Wesee,forgivenessandkindnessarethegreatestvirtues,theycansaveapersonwhostillhasawarmheart.

CHAPTER7INTERVIEWINGCANDIDATESThewaytoimprovethepracticeofinterviewing:Themainbodyoftheinterviewistheinterviewerandtheinterviewee,soinordertoimprovethecompany'sinterviewpractice.Wemustfirsthaveagroupofprofessionalinterviewers.Theyshouldhavethefollowingqualities:goodinsightwithsomepsychologyandorganizationalbehaviorknowledgeofgoodpsychologicalabilityexpressedexcellentjudgmentandspokeninterviewexperiencepreferredlogicalthinkingability,canaccordingtotheresumeandjobrequirementsandthebasicqualityofsettingquestionstounderstandthebasicknowledgeofjobindustryandknowledgeindustrythesalarylevelhaveagoodanalysisability.Inaddition,therearesomethingerrorsthatcanundermineaninterview’susefulnessandwehadbetteravoidthem:firstimpression,notclarifyingwhatthejobrequires,candidate-ordererrorandpressuretohire,nonverbalbehaviorandimpressionmanagement,effectofpersonalcharacteristicsincludingattractiveness,genderandrace,etc.,diversitycounts.Sheshouldmakeaninterviewformformanagementandnon-managementinterviewquestionsbydoingIillustratebelow.Keypointsandtestquestionsmanagementpersonnelrecruitmentexamquestions:1.Doyouthinkwhatis"management"?Testwhethertheapplicantcancombinetheoreticalmanagementknowledgewithworkpractice.2.Agoodenterprisetomakeprogress,whatisdecisive?Inthecomplexmarketenvironment,successfactorsofdifferententerprisebigdifference.Theansweristotesttheextenttowhichtheapplicantunderstandsthemanagementoftheoriginalunit.Whatarethe3you'vereadaboutmanagementbooks?Goodmanagementisverypayattentiontothecollectionofinformationandknowledgeupdating.3.Whatdoyouthinkisthemostdifficultasamanager?"Badnewsreport"isaconciseandcomprehensiveanswer.Itsimplybecauseitcanmakedeepandseriousrecruitersaskfurtherquestionsandsuperficialrecruiterswillnotconsidertheuseofadditionalquestionstoask,donotletthecandidateshavetheopportunitytofurtherelaborateitssetpeoplethinkingidea,butdonotwanttounderstandwhethertheanswerbehindwhatishiddendeeplifeexperience.Thisanswertellsushowamanagerintroubleshouldreact."Letthoseofmebeabletoactinaccordancewithmyinstructions,sothattheyarereadytodoso."Itisthesecondpossibleanswer.Thisshowsthatthemanagerisreadytocontrolthesituationandcarryouttheleadership."Tomobilizetheenthusiasmofthepersonnel,toformacompetentteam."Itmaybethethirdwaytoanswerthisquestion,whichindicatesthattheapplicanthasadeeperexperienceandhastheabilitytomanageothers.Therearealsospecificquestionstobefacedwithasanswers.Recruitersneedtopayattentiontowhetheramanagerhasamoreopeneyeasamanager,ratherthantryingtodealwithaspecificbusiness.4.Youhowtocontrolandreducetherisk?Weshouldpayattentiontotheriskdegreecandidatesaware,thenanswertheinvestigationmethod,andtheriskinvolved,whetherthereisalwayssucheffectsontheother.5.Whatdoyouthinkistherelationshipwiththepositionyouapplyforyourdepartmentorthecompany'sstrategy?Itistheabilityofonthecandidatestograsptheoverallsituation.6.Howwouldyouplanandorganizeanimportant(orlong)oftheproject?Therecruitershouldpayattentiontothevariouslinksofthecandidateplanningandrunningtheproject,notwhethertheprojectitselfistheclosesttotheworkoftheunit.7.Howdoyoudealwiththecontradictionbetweenthe9withotherdepartments?Nocontradictionisunrealistic,andapplicantsoftenanswerthroughcommunication.Thequestionistoseewhethertheapplicantcanpayattentiontotherootofthecontradictionandnotonlysolveordealwiththeproblemmeans.8.Pleasebrieflytalkaboutyouaroundthetypicalcasemanagement.Inspectwhetherornotthecandidateenterprisessuccess/failurereasons,andsharplypointedouttheproblem,conciseandcomprehensive.Jennifershouldcarryoutatrainingprogramforthemanager.Themanagerwhoisforinterviewingthestuffsshouldhavethischaracteristic.Wemustfirsthaveagroupofprofessionalinterviewers.Theyshouldhaveandpreparemethefollowingqualities:goodinsightwithsomepsychologyandorganizationalbehaviorknowledgeofgoodpsychologicalabilityexpressedexcellentjudgmentandspokeninterviewexperiencepreferredlogicalthinkingability,canaccordingtotheresumeandjobrequirementsandthebasicqualityofsettingquestionstounderstandthebasicknowledgeofjobindustryandknowledgeindustrythesalarylevelhaveagoodanalysisability.

CHAPTER8TRAININGANDDEVELOPINGEMPLOYEESTheCatersshouldcoverintheirnewemployeeorientationprogramandtheyshouldconveythisinformationbythetablebelow.GuidanceofworkingContentsCompanyoverview,rulesandregulations,organizationalstructure,corporateculture,productknowledge,workinghours,payroll,benefits,communicationskills,teambuildingskills,etc.PlanningFromabriefintroductiontoalongerformalplan,includingemployeeemploymentguidancemanuals,humanresourcesdepartmentwork,departmentheads'guidance,specialseminars,etc.OverviewoftrainingTrainingProvideemployeeswiththeskillsrequiredtocompletetheirpresentworkDevelopmentDevelopingcurrentorfuturemanagerstosolvecurrentandfuturepossiblejobsAimoftrainingTechnicalskillsrequiredtoimpartworkThesurvivalanddevelopmentoftheenterpriseneedsspeedandflexibilitytomeettherequirementsofthecustomerinquality,variety,convenience,timesavingandotheraspects.Impartothermoreextensiveskillstoemployees,suchascommunication,teambuilding,andotherskillsStrengtheningthededicationofemployeesbytrainingThebasicprocessoftrainingEvaluation:identifytrainingneedsSetuptraininggoalswhichisclearandmeasurableTraining:jobtraining,jobtrainingEvaluation:ReflectperformanceEvaluationoftrainingeffectResponse:thetrainee'sresponsetothetrainingprogramKnowledge:testthetraineeBehavior:tounderstandthechangesinthebehaviorofthetrainedtraineesEffectiveness:measurethefinalresultsofaplanbasedonapredeterminedtraininggoalWeshouldusesuchaformtoanalyzetheworkofthecounterattendant.Counterattendanttaskanalysisrecordtableisastobelow.ImportanceConcreteworkTakeuptime5Responsibleforthestorecustomersandtheshuttleservice,andintroducesthemainservicesoflaundryfacilitiesandequipmentandmethodofusetotheguests15%6Todealwiththevariousitemsentrustedbyguestsinthisarea.20%4Readtheworkrecordcarefully,andcompletetheworkhandeddownwork5%1Responsiblefortheinspection,declarationandchangeoftheequipmentstatewithanerrorrateofzero;assistthesupervisortocoordinatethehygienicconditionofthestore;30%9Inchargeofassistingthecleanerstodoagoodjobinthestore,therateofqualificationis100%5%7Responsibleforsecurityworkinthestoreandreportingofemergencies,reportsupervisorinatimelymannerifsituationisfound.5%3Mastertheleaseoftheshopequipment,fillinthedailyanddotheworkofthehandoverclass(checkthe2roomsforeachflight)5%5Deliverandrecordtheguest'slegacyintime10%10Completetheothertasksassignedbythesuperior5%

Inthetrainingofironingworkers,decontaminationworkers,managers,andcounterattendants,weshouldusespecifictrainingmethodsasismentionedbelow.WorkcategoryTrainingmethodsIroningworkersDirectsupervisor:drycleaning/washingSupervisorResponsibilities:accepttheleadershipofthegroupleader,finishthehospitalityandironingworkwithhighqualityandefficiencyJobdescription:(1)Accordingtotheworkingproceduresandstandards,allkindsofmachinedothepreparatoryworkbeforetheuseofsecuritycheckPatient.(2)Clean,maintainacleanandtidyworkarea.(3)Completeotherworkassignedbythecaptainandseniormanagement,etc..DecontaminationworkersStrictlyabidebythesystemofdisinfectionandisolation.Doagoodjobofoccupationalprotection,enterthedecontaminationareatoweartheappropriateprotectiveequipment(includingroundcap,Masks,isolationclothesorwaterproofaprons,gloves,specialshoes,goggles,etc.,mustnotmovefreelyinotherareas.Recyclingequipmentinventorycheck,registration,transferofwork.counterattendantsLookbackthepreviousanswerindetail.

CHCAPTER9PERFORMANCEMANAGEMENTANDAPPRAISALJenniferbelievesthattheproposaltoestablishaformalworkperformanceevaluationsystemforworkersiscorrect.Theproposaltoestablishaformalworkperformanceevaluationsystemformanagersisalsocorrect.Myreasonanddesignarebelow.Managersarethebackboneoforganizingtalents,andplayamoreandmoreimportantroleinthedevelopmentofmodernorganizations.Thestructureofjobperformanceevaluationofmiddlemanagersistoestablishascientific,completeandeffectiveperformanceevaluationsystem,soastoachieveeffectivemanagementformiddlemanagers.Theworkperformanceofmiddlemanagersisamulti-dimensionalconstruct.Thismultidimensionalstructurecaneffectivelyexplainthosebehaviorsreflectedinthejobperformancequestionnaire.Jobperformanceisaconstructthatcanbereflectedbybehavior.Therefore,wecanidentifythosetypicalbehaviorsandformameasurementtoolthathascertainreliability(internalconsistency)formeasuringjobperformance.I’veresearchedthefivefactorstructuremodelofthemiddlelevelmanageroftheorganizationtomakeaformalmeasuretothemanagersandworkersofCaterCleaningCerpersonalcommunicationMaintaininggoodinterpersonalrelationshipsSolidarityandcollaborationCommunicationandcoordinationListentoadvice/adviceCareforsubordinatesHelppeopleActingstyleflexiblePayattentiontodetailsAutonomy/independenceintrospectionEnthusiasmanddedicationTograntauthorizationMatchwordtodeedleadershipbehaviorSafeguardtheinterestsoftheDepartmentSupervision/controlStandardmanagementstrainPolicydecisionCalm/calmdownAssumedliabilitiesTaskexecutionOrganizationandcommandImprovementandinnovationMotivatinganddirectingsubordinatesPlanandimplementSolvetheproblemBeconscientiousandconscientiousWorkconscientiouslyandresponsibleObeySelf-disciplineandleadWorkinitiativeandenterprising

CHAPTER10MANAGINGEMPLOYEERETENTION,ENGAGEMENT,ANDCAREERSThebenefitsofcareerplanningprogramarebelow.Firstofall,careermanagementistheprimaryproblemoftherationalallocationofenterpriseresources.Humanresourceisakindofcancontinuetodevelopandcontinuouslyincrementresourcevalue,becauseofthedevelopmentofhumanresourcesthroughcontinuousupdatingofpeople'sknowledgeandskills,improvepeople'screativity,sothatthelifeof"material"resourcesasitsuse,especiallyintheeraofknowledgeeconomy,knowledgehasbecomethesocialthemainbody,andtograspandcreatetheseknowledgeis"people",soenterprisesshouldpaymoreattentiontopeople'swisdom,skill,abilityandcomprehensivedevelopment.Therefore,tostrengthentheoccupationcareermanagement,makethebestuse,istheprimaryproblemoftherationalallocationofenterpriseresources.Iftherationalallocationofpeopleisleft,therationalallocationofenterpriseresourcesisanemptyword.Secondly,careermanagementcanfullymobilizetheintrinsicenthusiasmofthepeople,andbetterrealizetheorganizationalgoalsoftheenterprise.Occupationcareermanagementistohelpemployeesimprovesatisfactionlevelsinvariousneeds,tomeettheneedsofthedegreefromPyramidtothefinalshapeofthetrapezoidaltransitionclosetorectangular,evenlowlevelsofphysicalemployeesneedimprovinggradually,andmakethemtheself-realizationofthespiritoftheneedtograduallyincreasethedegreeofsatisfactionofsenior.Therefore,notonlyneedoccupationcareermanagementinlinewiththedevelopmentoflife,butalsoneedadvancedpeople,needthatisbasedonlove,respectandself-realization,totrulyunderstandwhatemployeeswantinpersonaldevelopment,coordinatetheirplanning,tohelpthemachievetheoccupationcareergoal.Thiswillinevitablyarousethestrongmentalstrengthofemployees'strongserviceinenterprises,andthenformagreatdrivingforceforthedevelopmentofenterprises,soastobetterachieveorganizationalgoalsofenterprises.Thirdly,careermanagementistheorganizationalguaranteeofanenterprise.Thefundamentalreasonforanysuccessfulenterpriseistohavehighqualityentrepreneursandhighqualityemployees.Thetalentandpotentialcanbefullyrealized,humanresourceswillnotbewasted,wasted,thesurvivaloftheenterprisegrowthisinexhaustible,inexhaustiblesource.Isupportthatpickingoutpartoftheemployeesselectivelytomakecareerplansin