The concept of "human resources department" was introduced from America at the end of last century. Prior to this, the personnel management department of enterprises in China was defined as the personnel department, but today, most enterprises named it the Human Resources Department. In fact, it is not enough to just change the name of the department because the connotations of the human resources department and the personnel department are completely different. This is because although the name of the department has changed, the managers in the department have not changed. More importantly, their work ideas, methods and contents have not changed much and substantially. Moreover, macroscopically, the enterprise's planning of human resources is insufficient, and the result is just like changing a license plate, and the car is still a semi-new car: the content has not changed. This also directly leads to the feelings of most people who are concerned about this issue: in fact, most of our enterprises still stay in the category of personnel management. There may be the following reasons for this problem: first, the connotation of human resources department is not understood enough. I understand it this way: personnel department: the department that manages all kinds of personnel in enterprises in organizational form; Human resources department: the department that manages the resources formed by all kinds of people in the enterprise (that is, human resources). Since people are managed as resources, we should consider the following issues: 1. Have resources been identified and configured? 2. How to optimize resource allocation? 3. How to make full use of resources? 4. Should resources change according to the changes of internal and external environment? Wait a minute. All these problems must be considered by the human resources manager, and an effective understanding of these problems is the premise to decide whether the department will enter the real human resources department. Two. The work content of this department is not clear enough. The changes in the connotation of human resources department and personnel department will inevitably lead to changes in their work forms and contents. According to the above connotation and the author's understanding in more than ten years' work, the specific differences between the two are shown in table 1: "Differences in work contents between personnel departments and human resources departments". Therefore, understanding the work content of the human resources department is the second necessary condition to determine whether the human resources department has entered the territory of the human resources department. Third, the strategic planning of enterprises is not enough. If the above specific work contents about the human resources department are not included in the overall strategic planning of the enterprise, then the functions of the human resources department cannot be reflected. Therefore, enterprises should first understand the connotation and work content of human resources department, and then plan from a strategic perspective according to these contents, and formulate relevant policies, determine the corresponding framework, start the system, and constantly improve and perfect in the implementation process, so as to achieve the goal of human resources management. Therefore, the effectiveness of enterprise strategic planning is the third necessary condition to decide whether it will enter the territory of human resources department from personnel department. 4. Personnel Manager's Incompetence Table 1: the difference of work content between personnel department and human resources department 1. Manage the organizational structure of all kinds of personnel in the enterprise 1. Manage the organizational structure and content of all kinds of personnel in the enterprise (for example, in addition to organizational relations, it also involves the suitability of personnel in the structure, etc. (2) Jurisdiction: mainly managers in enterprises. Scope of jurisdiction: within the enterprise. Some employees. Formulation of rules and regulations. Formulation, implementation and supervision of rules and regulations. Identification (or re-identification) and resource allocation (for example, evaluation of personnel's ability and personality; 5. Identification and construction of corporate culture (for example, what type and characteristics does this corporate culture belong to? What is the core competitiveness of an enterprise? When necessary, how to reshape it? 6. Determination of management mode (for example, according to the characteristics of corporate culture, formulate appropriate management mode, including rigid rules and regulations and flexible value orientation. 7. Others: training, evaluation, awareness and other management. Obviously, the human resources department has participated in the construction of corporate culture. From the table 1, it is not difficult to see that understanding the connotation of human resources and completing some of the above-mentioned specific work contents require certain ability and authority. It is not something that some people with skills in the personnel department can do, or the personnel manager does not have the necessary and appropriate capabilities (such as effective process management methods to deal with problems; A relatively uniform scale; Understanding of enterprise culture construction; Need a certain personality charm, etc.), can not meet the requirements of the "human resources department", can only wander in the work circle of the personnel department. Some people think that the positioning of the human resources department is too low to manage the human resources of this company as a whole. This can be explained as follows: If you don't have the above capabilities, you will definitely not be given a high positioning, and even if you are given it, you will still be unable to complete your mission. On the contrary, if you have the ability to run the system, your work in this area will be improved, and the boss of the enterprise should or will give you permission to enter the role of human resources department, which will promote the construction of human resources and of course promote the development of the whole enterprise. In this regard, business owners of any nature who have experienced difficult baptism in the market economy will not be unpopular. That is to say, from a certain point of view, positioning (or status) and authority are sometimes won through their own ability performance, rather than being given to you by superiors for no reason. Therefore, the ability of personnel managers is a necessary condition for whether they can really enter the threshold of human resources department. That is to say, if personnel management can solve the above problems, it will basically meet the requirements of the human resources department, and it can be continuously improved and improved after entering China, so that human resources can be truly managed as resources. Human resources are different from general resources. The main difference is that their resources are knowledge-based and ability-based, which are characterized by difficulty in quantitative analysis, difficulty in comprehensive identification, high management requirements, continuous time span and strong philosophical nature. This increases the complexity and difficulty of the work, which is also a challenge for our personnel manager and puts forward higher requirements for the work. I believe that with the development of enterprises, personnel management will definitely enter the field of human resource management after solving the above problems.