What kind of human resource manager does the boss need most? It seems that from the end of 2007, the scientific research and training of human resources teachers began to get hot, and a large number of training courses for human resources teachers came into being, which greatly surpassed TOEFL and IELTS. Several of my colleagues and my girlfriend also signed up for the training of human resources teachers. At this time, I will think that the importance and value of human resource management can finally be recognized, otherwise there will not be so many people actively signing up for the exam, although the pass rate is only about 30%. I just chatted with my client a few days ago, and talked about their company's recruitment of human resources director, complaining to me that it is difficult to recruit a good human resources director now. I was surprised at that, so I asked him that people everywhere are learning HR now. It should be easier to recruit if there are no particularly high requirements. Why is it still difficult to recruit excellent HR managers? Later, he said a lot of things and phenomena, and also described some qualities and abilities that an excellent human resource manager should have, which gave me a brand-new understanding of an excellent human resource director defined by a boss, which was also a main motivation for me to develop a new course, Boss's Human Resource Management, and write this article. Next, I want to talk about the four common types of human resource managers I know, and the three abilities and qualities that the boss thinks the most ideal and of course the most needed human resource manager should have. Four types of HR managers: 1. Buddy-type human resource manager: the daily work of buddy-type human resource manager is mostly personnel administration work, such as statistical salary, attendance, bonus, statistical performance, social security, etc. This kind of human resource manager never takes the initiative to talk to his boss about his work. Even if he does, he complains and reflects problems, and never takes the initiative to propose solutions. Because the boss tells him to do whatever he wants, he is almost like a waiter, so as the name suggests, he is called a man-like human resource manager. If there is this type of human resource manager in an enterprise, it can usually only explain two problems: the boss does not attach importance to human resource management, because in the boss's view, human resources are highly replaceable positions such as managing personnel statistics, handling social security files, statistical attendance, and wages; Another is that there is really no suitable person to replace it. Existence is reasonable. We can't exaggerate the importance of human resource management, but in fact, the importance of human resource management varies greatly due to the differences in enterprise scale, industry and team quality. You can't expect a human resource manager in a labor-intensive industry to have the same level as those in Huawei, Mengniu and Procter & Gamble, which is neither realistic nor necessary-the boss can basically solve any human resource problems in a simple small-scale enterprise, so why hire a human resource manager with a high salary? However, if you only work as a human resource manager in a labor-intensive, low-tech and small-scale enterprise, I am afraid it is difficult for you to give full play to your talents and gain room for development. But that doesn't mean you can stand still. If you can constantly improve your business level, there will always be room and opportunities for your value, otherwise you will always be an HR assistant with the title of HR manager. 2. Technical expert human resource manager: Human resource management is a highly technical management discipline, and in order to facilitate learning and understanding, the academic community also divides human resource management into six modules (human resource planning, recruitment and allocation, salary and benefits, performance management, employee relationship management, training and development). The advantage of doing this is that it can strengthen the professionalism of each module, which is a very effective way for those enterprises with large scale and complex business. But the problem is that over-emphasis on modularity will lead to the lack of correlation between modules and form an island effect-do you think these six modules can be viewed separately? Technical expert human resource managers are usually proficient in the method model of each module and can complete all kinds of human resources work very professionally, but one of the most common mistakes made by such managers is that they only bury themselves in human resources, regardless of business, organization and operation. Enterprises always put management in the first place and management in the second place. The significance and value of human resource management lies in obtaining and using enough high-quality and quantitative human resources at an appropriate cost to ensure the long-term stable development of enterprises. In this sense, human resource management is a method rather than an end, and human resource management experts should serve enterprises rather than human resource management. If you are a technical expert human resources manager, I think you really need to shift your attention from human resources to organization and business, because bosses don't really need experts, but managers who need to solve problems or even control them. 3. Consultant-type human resource manager: Someone once teased me that we as consultants always ask ourselves whether we care or not, and never make decisions for the enterprise. In fact, he doesn't know the consulting industry. Because when we do management consulting for enterprises, we often put forward opinions and suggestions from the perspective of a third party, and we can't and can't make the final decision instead of enterprises, which is determined by our identity and position. However, if you are a human resource manager of an enterprise, you must not be a consultant who asks you whether you care or not. In my opinion, an excellent human resource manager should not only have solid professional knowledge, but also need to go deep into the business and operation management process of the enterprise, examine the business and management problems of the enterprise from a professional perspective, and solve them through human resource solutions. This requires human resources managers to go deep into the front line of business to understand the operation situation, communicate with the boss regularly, and grasp the strategic objectives and direction of the company in time. The boss can ignore it, but the human resources manager can't, because the boss hired you as a human resources manager not to let you be a consultant, but to solve problems. Except, of course, hiring consultants. 4. Effective human resource manager: If you pay attention to it, you will find that many foreign companies usually do preliminary work in the form of XX company (China) representative office before they set up their own companies in the early stage of entering the China market. At this time, the chief representative (usually the future CEO) usually brings two people to China, one is the financial manager, that is, the future CFO；; One is the human resources manager, which is the future CHO. What does this mean? When foreign companies come to China to explore new markets, apart from CEO, the two most important positions are CFO and CHO, who are responsible for investment, financing and finance, while CHO is responsible for the acquisition and training of talents. It can be seen that finance and manpower are indeed the right-hand man of CEO of foreign companies. This type of human resource manager has gone beyond the limitations of ordinary human resource managers. In addition to solid human resource management knowledge and rich experience, they will also help the boss settle accounts, save money, and even help the boss make money and help the company build an excellent employer brand. For example, Procter & Gamble, IBM, Huawei, ABB, Siemens, etc., which one is not a leader in the industry? Which company is not an excellent employer brand? Most of these achievements are attributed to Seung-Hui Cho. A competent human resource manager is like a big housekeeper, supplying excellent talents for the front line of business and ensuring that the cost of acquiring and using talents is kept within a reasonable range; A competent human resource manager is like a magician, who trains ordinary employees into business experts in batches, realizes the continuous appreciation of human capital and further enhances the company's performance. Whether you can become the boss's right-hand man depends not only on the knowledge, skills and experience of the human resource manager, but also on your role orientation. For any enterprise, physical assets, customer resources, industry status and profitability all come from human resources in the final analysis. If you become the boss's right-hand man, don't you think the boss will give you a high salary? Can the boss leave you?