Second, strategic human resource management, as the core department of an enterprise, is an important part of its business strategy, which mainly contributes to its business strategy by promoting its long-term sustainable development. It covers all aspects of organizational construction, cultural construction and system construction. Through the integration of corporate culture strategy, organization and system, it ensures the implementation and realization of corporate strategy and promotes the long-term stable growth of enterprises. Traditional personnel management belongs to the auxiliary department of enterprises, and has no direct contribution to the business performance of enterprises. The main job is to be responsible for the daily work of employee attendance, file and contract management.
Third, strategic human resource management can flexibly formulate various human resource policies that meet the needs of enterprises according to national and local personnel laws and regulations, combined with the actual situation of enterprises, so as to establish a systematic human resource management system and ensure enterprises to achieve business strategic goals. The traditional personnel management is mainly the implementation of the system, that is, according to the national labor and personnel policy and the labor and personnel management regulations and systems issued by superiors, the personnel department basically has no right to formulate and adjust the system; At best, it can only cure the symptoms, and it is difficult to adjust the management policies and systems in time according to the actual situation.
Four. Strategic human resource management requires human resource managers to actively analyze and diagnose the current situation of human resources from the perspective of enterprise strategy, provide various valuable human resource-related data for decision makers accurately and timely, assist decision makers to formulate specific human resource action plans, and support the implementation and realization of enterprise strategic objectives. Traditional personnel management can only stand in the perspective of departments and consider the standardization of personnel and other related work. At best, it can only convey information such as strategic goals formulated by decision makers.
Verb (abbreviation for verb) specific function:
1. human resource planning: strategic human resource management is to evaluate the current situation of human resources in an organization according to the development strategy and business plan of the enterprise, master and analyze a large number of human resources-related information and materials, and make scientific and reasonable human resources planning. Traditional personnel management can only carry out relevant personnel work according to the boss's instructions, not to mention considering human resource planning.
2. Recruitment and selection: In the interview evaluation, strategic human resource management not only pays attention to the matching degree between candidates and positions, but also pays special attention to whether the values of candidates conform to the core values of the enterprise and whether the development expectations of candidates can be provided by the company to ensure that the recruited candidates can serve the enterprise for a long time. Traditional personnel management only cares about whether the candidates' conditions match the positions, or just acts as a bridge between the person in charge of the employing department and the candidates.
3. Training and development: Strategic human resource management will provide a systematic and perfect human resource training and development system according to the strategic development needs of enterprises and the personal development plans of employees, so as to ensure the continuous supply of all kinds of talents needed by enterprises and achieve a win-win situation for the rapid development of enterprises and the professional development of employees. Traditional personnel management is only responsible for training new employees in organizational discipline, labor safety and quality management. , and rarely organize other training for employees; Due to the limitation of departments, it is impossible to establish a comprehensive human resources training and development system.
4. Performance management: strategic human resource management will formulate a comprehensive performance management system according to the strategic needs of enterprises and the ability of employees, and pay attention to the overall performance management of enterprises, including the whole process of performance planning, performance appraisal, performance evaluation, performance feedback and performance incentive; Pay more attention to performance feedback and incentives to ensure the continuous improvement of employee performance, so as to realize the spiral rise of enterprise performance. Traditional personnel management only pays attention to performance appraisal and punishment, mostly plays the role of corporate police, and is only responsible for finding faults and loopholes, which cannot form a scientific performance management system.
5. Salary management: Strategic human resource management will formulate feasible salary management strategies and systems according to national policies, economic environment, talent market conditions, salary conditions of industries and other enterprises, and combined with the actual situation of enterprises to ensure that the formulated salary policies can attract outstanding talents and retain core talents; At the same time, pay more attention to the accounting and analysis of the input cost and output benefit of human resources, so as to continuously improve the salary management system of enterprises. Traditional personnel management only manages wages and social security according to the relevant regulations of the state and local governments, and basically has no right to formulate and adjust; Even if there is, only some simple salary calculation can be carried out, and most of the work is undertaken by the financial department. Imagine this situation, how to formulate a scientific salary management system according to the enterprise development strategy?
Six, strategic human resource management reflects the characteristics of full participation in human resource management. This is because without the implementation and cooperation of various functional departments, human resources work can not be effective. For the decision-making level: all management should be implemented to people in the end, and only by managing the resources of good people can we grasp the essence of management; For HR workers: only when all employees of the enterprise participate in human resources work can they truly reflect their own values and become strategic partners; For line managers: participating in enterprise human resources work can not only ensure the smooth completion of departmental tasks, but also give departmental employees and themselves opportunities and space for mobilization and promotion; For ordinary employees, they can better understand the strategy of the enterprise, arrange their work and study scientifically and reasonably according to the departmental goals and their own development plans, and realize their ideal career plans. Traditional personnel management is basically single-handedly, which seems to have little to do with other functional departments, among which the financial department is closely related, because the financial department is responsible for the calculation and payment of wages and social security.
Seven. The value of strategic human resource management is realized by improving employees' ability and organizational performance, and it should be combined with enterprise strategy and human resource strategy; Therefore, we need to focus on how to refine and shape excellent corporate culture, formulate personalized employee career plans, and pay special attention to the in-depth development of corporate human resources. The value of traditional personnel management mainly lies in its standardization and strictness, that is, whether to manage all affairs in an orderly manner, whether to take care of and control employees in enterprises, etc. So most of the work of traditional personnel management only stays on the surface of things.
Eight, strategic human resource management emphasizes its important position in the overall operation of the enterprise, focusing on change management and people-oriented management, belonging to the early warning management model, that is, taking a forward-looking attitude to prevent problems before they happen. Imagine, how can we know all kinds of human resources related data scattered all over the country and even at home and abroad in time without the help of modern means? How can human resources work be forward-looking? Let alone nip in the bud? Therefore, it is an effective and necessary means to establish a systematic and comprehensive human resource management system with the help of advanced and scientific modern management tools. Traditional personnel management focuses on standardized management and transactional management, which belongs to post-event management. Almost all the work is done by hand. Even with modern management methods, a simple personnel management system is only used by the personnel department. Without strategic guidance and forward-looking human resource management thinking, it is impossible to build a systematic and comprehensive human resource management system.