The current situation of HR management in the development of private enterprises

The development of human resource management in our country is only a few years, but the new ideas and ideas are emerging in an endless stream From human resource management to human resource development, from career planning to human capital operation, the speed of change is dazzling Go to the management bookshelf of the bookstore again There are a variety of books about the management of "human resource management", which can pull together the time from ancient times to the present, and combine western theories with Oriental thinking The breadth and depth of the content often make you at a loss There is a great momentum of "one night spring breeze, thousands of trees and hundreds of flowers", which makes many people "misread" the prosperity of "human resources" When you lament the rapid development of knowledge, do you also bring doubt and uneasiness to your heart? What are the views and experiences of those practitioners who are really engaged in human resource management in the face of the current situation in practice? I think for those who really want to make a difference in human resource management, they feel a more and more difficult pressure to do, and it's not too much to use the word "walking is difficult" Then, using the private enterprises as the main body of driving China's economy and striving to be pragmatic and innovative in management to analyze, I think it can more representative reflect the problems existing in the management of domestic enterprises So, let's see what's wrong first? 1 The slogan has changed, but the consciousness has not With the popularity of human resource management, every boss can talk about "people-oriented" overnight, and say "attach importance to talents and develop talents" But in fact, some senior decision-makers still lack a thorough understanding of human resource management They only made superficial things out of superficial understanding, mistakenly thinking of setting up a human resource management department by imitation, setting up several human resource management positions, recruiting one or two so-called human resource management experts with good background and the last set of human resource management software It can play an immediate and even magical effect, lacks in-depth and rational thinking about the "positioning" of human resource management in the company's overall operation system, lacks necessary understanding, guidance and coordination for the daily human resource management work, and even uses the great role of "people-oriented" Zui to decorate the facade of enterprises and enrich "workplace politicians" Language Unfortunately, human capital management has also been molested and abused by workplace politics In particular, the investors of the enterprise, as well as the boss of the assessor of the human resource management members, determine the investment direction and personnel assessment factors of the enterprise In terms of leadership and work judgment, it is inevitable to often ignore the intention and behavior of the human resource manager, which will directly affect the attitude and enthusiasm of the operator At the same time, due to the recessiveness and long-term nature of human resources work, it is impossible to use specific quantity constant, as in production and sales At the same time, due to the uncertainty of human itself, it is also like other work, to give certain improvement period As well as its own unique delay, we can not see the results soon All of these will be important reasons for influencing the decision-making of the boss Although everyone knows that ten years of planting trees, one hundred years of education However, the Chinese workplace lacks the lifelong employment complex of Japanese enterprises When managers still regard "human resources" as "cost" rather than "capital", when managers still don't know how to use corporate culture to retain people, they will have the idea of "talent investment, who knows whether it will be used by me in the future?" For various reasons, Zui eventually led to the boss's neglect It also leads to the "important but not main situation of human resources" in many enterprises Moreover, it is the consciousness of managers The managers here refer to the heads of all departments, including human resource managers First of all, a human resource manager should have the basic human resource concept and systematic thinking In many cases, small and medium-sized enterprises tend to neglect human resource management or other reasons, they will arrange their relatives or other idle personnel to replace them at will, so they will not be able to carry out real human resource management because of their own quality Moreover, with the deepening and specialization of human resource management, a human resource manager who does not have systematic thinking, even with a more comprehensive theoretical basis, is difficult to analyze according to the current situation of the enterprise, but pieced together to make some specious measures Just imagine, like this, how can there be good results Therefore, whether the working methods of human resource managers are scientific or not remains to be improved In addition, the awareness of other managers is also very important We know that human resource management should be dynamic and strategic Therefore, when he makes a systematic and feasible plan, he must obtain the cooperation of all departments to achieve the effect of interaction, so as to give full play to the concept of human resources as a whole At the same time, the manager is usually the front line of employees, and his behavior will also directly affect the penetration and implementation effect of human resources Secondly, the awareness of employees There are no larger groups of Zui facing human resources than employees The ultimate purpose of human resources work is to mobilize the enthusiasm of employees and provide strategic services and support But in reality, many enterprises do not consciously establish and publicize their own corporate culture Any measure of human resources will be resisted by employees as a tool of "working for the tiger" Therefore, human resources work is not just what is discussed in management meetings and highlighted in documents He must go deep into the grass-roots level, do a good job in the staff's ideology, so that the staff can truly understand the original intention of enterprise human resource management, and obtain the staff's approval and cooperation In this way, we can carry out human resources with one mind and directly affect the overall performance of the enterprise 2 The professionalization of functions makes the work more complicated In the process of practice, human resource managers are often difficult to solve one by one when they are faced with professional problems such as increasingly specialized salary management, job description, employee training, performance management, enterprise culture construction and so on (1) salary management In the process of rapid development of the enterprise, with the continuous change of the organizational structure and personnel composition, the existing salary pattern of the company has been broken repeatedly in the "special treatment" over and over again In addition, due to the historical reasons, the enterprise fails to straighten out the salary pattern of the company in a timely manner in the process of business expansion, resulting in more and more problems and the difficulty of "high salary" In order to reduce, relatively "low salary", the enterprise is not willing to "blatantly" raise - maintain it, the complaints are hard to dispel, affect the morale of the work; seek change, not only to consider the increase of cost is to "release the blood of the boss", but also to consider the interests of everyone involved is to "stab the hand", I don't know how to cut in In order to avoid "trouble" as much as possible, many enterprises have also implemented strict "salary confidentiality": it is forbidden to inquire about the salary of other employees and disclose their own salary to others In fact, enterprises have never been able to truly implement "salary confidentiality", which is no way (2) position description is the further development of position management based on "position responsibility", including job qualification description, responsibility description, authority description, direct superior and direct subordinate, etc For human resource management, the difficulty of job description lies in the large amount of words and heavy tasks It is necessary to scan almost all work links of the company If you ask a professional consulting company to do it, the cost is relatively high I'm afraid the boss is not satisfied But when you do it yourself, there will be a situation where the job description often fails to keep up with the company's rapid change You need to adjust the job description in time according to the change of the situation At the same time, because the understanding of "job description" is often inconsistent with the senior management of the company, it will lead to human resource managers at a loss For example, the company's senior management believes that a set of standardized and scientific "job description" can urge every employee to conscientiously fulfill their duties, thoroughly solve the phenomenon of wrangling, and clearly find the responsible person for the problems in the work If the senior management really understands the "job description" in this way, it is really difficult for human resource managers In the past, about 80% of the work can be handled according to clear rules and procedures, and only about 20% of the work needs to be judged Today, the integration and complexity of self-management and work have reversed this proportion of work And some senior managers will think that "job description" is just an effortless and thankless display, which is not worth doing at all You can't do it against your life (3) staff training Staff training is always to be carried out, the difficulty is that the company's senior management often pays attention to those "fast food" training that "can be used" Human resource managers hope to systematize the training, while employees may hope that the training content can help their career, so the three parties' understanding of the training is also biased and difficult to unify; for various reasons, the trainees It is often difficult for workers to gather together or make training continuous For example, due to the scattered working place or time of the trainees, they can't leave work for a while, so they can't stop production for training For example, when a year-round series of training was originally formulated for a specific group of employees, less than half of the training was conducted, and most of these trainees have left their jobs, making it difficult for the training to continue; moreover, human resource managers will seize the opportunity to "play" for themselves by "training", or "comfort themselves" by "self entertainment"“ Defending the professional image of human resource managers, or considering that the training effect is not clear, human resource managers should also give the enterprise an explanation of "less money and more work", which also makes the training integrate some unhealthy things, further blurs the training effect, and intensifies the "aging" of training (4) performance management can be said that the core link of human resource management is performance management Other management links, such as salary management, position description, employee training, etc., should meet the requirements of performance management The difficulty of performance management is that the standard of performance is difficult to determine, which is the personal experience of almost all human resource managers who have engaged in performance management First of all, the work nature of some jobs determines the "fuzziness" of performance standards, especially those jobs whose work results are difficult to quantify Secondly, even if the performance standards are set at the beginning, it is difficult to maintain the necessary stability The leadership's "creativity", policy changes and market misdeeds often force the performance standards to "advance with the times" too frequently and too fast For most enterprises, especially small and medium-sized private enterprises, deep performance management (especially performance evaluation) is often time-consuming and laborious In addition, there are obvious deviations in the understanding of performance management: executives often want to use performance management to distinguish the quality of employees, and even regard performance management as a tool for layoff