人力资源计划案例华日公司和麦当劳

In Huari Ltd, there are two major departments: Furniture department and Fabric department; The fabrics has two subsections, a subsection produces the carpets, another one manufacture the clothing. There are 625 operate workers, 400 workers in furniture department, 125 workers in carpet subsection, 100 workers in clothing subsection. 32 product designers: 20 designers in furniture department, 12 designers in fabric department. There are 88 supervisors and managers, 36 marketing researchers, 20 people in furniture department, 16 people in fabrics department . Before 2008, the Company was in good condition. But since 2008, The profit of enterprises has been decreasing dramatically, the financial report in 2008 shows that the company had already suffered a serious loss.

There are a lot of reasons causing loss. In company's external environment, fierce competition, and the decline of consumption demand make the loss. From the company itself, they can not guarantee product quality, especially the quality of the furniture is not good enough, While the competitors provide customers with high quality product and attract the customers; The company lacks innovation, They only provided the old product of the single system for several years

At present, the authorities of the Company know very well that they should draft a feasible reform scheme. The general manager, Mike, after two months’ investigation and analysis, put forward a report toward the board of directors. the report includes the following reform measures: Firstly, as the clothing department got a loss for the time being, They intend to get rid of this department ;secondly , they maintain Carpet department ,strengthening the market survey , and make sure that they knew the market trend accurately, launch various kinds of carpets, in a word , they will take all kinds of effective measures to met customer's demand, thirdly, improving the production technology ,reforming the furniture department, they began to produce green furniture to meet market demand, at the same time, diversifies design styles of furniture for meeting different levels customer, for this reason, the company needs

more technical staff and designers. The board of directors sanctioned the reform one week later. Then the general manager orders the manager of Human Resource Department to make a human resources plan, including the number of staff after reforming, meeting all kinds of human resource demand.

Analyze the objectives and the process of human resource planning.

在华日公司，有两个主要的部门分别是家俱部和纺织部，纺织部有两个分部，一个分部生产地毯，另一个制造服装，一共有625个操作工人，400个工人在家俱部，125名工人在地毯分部，100名工人在服装分部。总共有32个产品设计师：20名设计师在家俱部，12名在纺织部。公司里有88个主管和管理人员，36个市场研究人员，20人在家俱部，16人在纺织部。

2008年之前，该公司有良好的条件。但自从2008年后，企业的利润急剧减少，2008的财务报告表明，公司已经遭受了严重的损失。

这有很多原因造成了损失。在公司的外部环境，竞争激烈，和消费需求下降等都造成了公司的损失。从公司本身看，他们不能保证产品质量，尤其是家具的质量不够好，而竞争对手给顾客提供高质量的产品，吸引了顾客；公司缺乏创新，连续好纪念只提供了单一系统的旧产品。

目前，公司的权威者非常清楚地知道，他们应该制定切实可行的改革方案。总经理，迈克，经过两个月的调查和分析，向董事局提出了报告。该报告包括以下改革措施：首先，因为对于服装部门暂时造成了损失，他们想去掉这一部；其次，他们保持地毯部，加强市场调查，并确保他们准确的知道市场趋势，推出各种地毯，换句话说，他们将采取各种有效措施来满足顾客的需求，第三，改进生产技术，改革家具部，他们开始生产绿色无污染的家俱以满足市场的需求，同时，多元化的设计风格的家俱以满足不同层次的客户，为此，公司需要更多的技术人员和设计师。一个星期后董事会批准了这一改革。然后，总经理制定人力资源部的经理来制定人力资源计划，包括经过改革后的员工人数，满足各种人力资源的需求。

分析人力资源计划制定的目标和过程。