1, human resource planning;

2. Recruitment and configuration;

3. Training and development;

4. Assessment and evaluation;

5. Salary and welfare management;

6. Labor relations.

According to these six rules, you can find them online.

Give you something human.

1, human resource planning;

When it comes to human resource planning, many human resource managers in China have mixed feelings and some are at a loss. It is not that these human resource managers are inexperienced, but the actual situation of Chinese enterprises restricts and restricts the development of human resource planning to a certain extent. In recent years, we have seen that enterprises in China have paid more and more attention to human resources, but we still have a long way to go to rise to the perspective of human resources strategic planning. Many enterprises are still in the stage of personnel management. Just like I once went to a company for an interview with the director of human resources, I asked the general manager, "What is your company's five-year development plan and human resources goals?" The general manager told me that the company's development plan basically has nothing to do with human resources. You just need to do your recruitment and basic management well. This sentence may reflect the blank understanding of human resources by many enterprise decision makers. Perhaps the reason for this phenomenon is that the values and ethics of enterprise decision makers play a key role in the planning and construction of enterprise human resources. Looking through history, it is found that the life cycle of enterprises that focus on profit, rather than culture and people, will not be too long.

How to consider the overall planning of human resources from a strategic perspective is a problem that every HR staff and enterprise decision-makers should seriously consider!

2. Recruitment and configuration;

If an enterprise wants to develop, it must recruit more excellent talents to join in, so that the whole human resource process presents a virtuous circle of development. In China, especially in the north, recruitment and manpower allocation are obviously not so reasonable. When we are ready for the recruitment of relevant positions, many HRMs have forgotten the most important question, that is, what kind of outlook on life, values and world outlook should the people we recruit have? Because the time and speed of their integration into corporate culture is an important basis for testing the recruitment effect. Many of our human resources managers have forgotten this.

I have been instructed by leaders to participate in human resources recruitment for many times. Interestingly, when our employees resigned, the boss asked me to recruit, and what was lacking was patchwork. I have suggested that repeated recruitment by the boss is of great benefit to the rational allocation of enterprises and human resources, but every time he tells me, "What are you afraid of? People will talk again when they leave. China lacks everything, but there is no shortage of people. " I think this is also the idea of many of our bosses now.

Another interesting phenomenon is that experience is more important than ability. Now is the era of open economy and high-speed information flow. We don't know how much work experience 30 years ago can contribute to the development of enterprises. Many foreign companies are recruiting in China. What can you do when you join the company? What kind of development do you want? Most of the questions asked by enterprises in China are what they have achieved in the past and what they have achieved now. China now has a 32-year-old CEO of a listed group, a 19-year-old general manager, and seven years to become an enterprise that the world looks down upon ... There may be too many such examples. How to balance practical ability and experience is a problem that both human resources and bosses should consider.

What do we recruiters look at? Personally, experience is one aspect, and more importantly, it depends on the matching degree and ideology with the enterprise. Some positions only need soldiers, not ordinary people with dreams and ambitions. The positions vary from person to person.

China is a relational society, so there are many human feelings, relationships and other factors that restrict the pace of enterprise's progress. What about the configuration?

3. Training and development;

As a way of welfare and talent training, training has attracted much attention in many enterprises. I have been a trainer for three years. I have given lectures in many enterprises, met many trainers and met many friends in the consulting industry. However, in our practical application process, both external training and internal training have their relative shortcomings.

Foreign training: the enterprise has spent a lot of money to consult the company's experts and scholars to tailor a set of programs for the enterprise itself. During and after training, you may maintain your enthusiasm for a few days. After a few days, the problem remained as if nothing had changed. Why? Many of our bosses don't know what kind of courses and training can be entrusted to the outside. What kind of training must be completed within the enterprise? What should be the follow-up work of the enterprise itself after training abroad? In addition, many foreign training institutions are simply irresponsible. A famous expert once told me personally: "I just make money by mouth, and the life and death of the enterprise has nothing to do with me."

Internal training: internal training of the company. Due to the great differences in business between companies, the ways and methods of internal training are also very different. The hardest thing about doing internal training is that there is no planning. Many enterprises don't know what the trainers at all levels want to achieve, how to evaluate the training effect, and what is the relationship between courses? This directly led to a lot of futility in our internal training.

4. Performance management;

This module is the boss's favorite and the employee's most annoying. It is an irreconcilable contradiction that involves the gain and loss of interests. Since it can't be reconciled, as HR, our work seems to show the achievements that the boss generally agrees with at this time. Pathetic!

A good performance management system can help the healthy development of enterprise internal management to a great extent, that is, at this key point, our enterprise management and human inferiority are more obvious. We are learning and applying many advanced foreign management methods. Why is the effect not so obvious? For example, the once very popular 5S, 6Sigma, 360-degree evaluation, Haier's daily life, Nissin and so on. There is a simple reason. We don't know the specific indicators and weight ratio of KPI in each position. Busy for a long time, I found it was a waste after careful summary.

5. Salary and welfare management;

Money is not everything, but you can't do anything without it. Speaking of this, it seems that the boss and HR have been pushed to the forefront. I don't want to say more here, but I just want to tell the company's decision makers that the most common reason for China's job-hopping in recent years is dissatisfaction with salary and benefits. We all analyze the reasons carefully. If you can't enjoy the profit, I believe you can't enjoy the wisdom and creativity of employees.

6. Labor relations management (employee relations management).

The most difficult piece to deal with, light is peaceful, heavy is the court. If it is good, everything will flourish; if it is bad, the larger foe will break out. I just want to say, act according to the law and make everyone grateful. ...