Analysis on how to make human resources become human capital

Abstract: In today's society, human resources has become a fashionable and widely accepted term, and the original personnel department has been renamed Human Resources Department. However, it is not enough to regard manpower as a resource. It is also necessary to turn human resources into capital, make it the wealth of enterprises, make it available to enterprises, continuously add value and create more value for enterprises.

Keywords: recruitment use analysis

Content:

First, although there is only one word difference between resources and capital, they are essentially different.

First of all, resources are naturally formed and undeveloped, and capital, after careful development and planning, becomes the basis for enterprises to generate profits.

Secondly, resources and capital are considered from completely different angles. If we want resources, everyone wants the best. The more money, the better. The more advanced the technology, the better. The more capable people are. But as capital, people will pay more attention to the relationship between input and output, care about cost and consider profit.

Third, when it comes to resources, people are more concerned about seeking and owning, while when it comes to capital, people are more concerned about how to increase its value and generate profits. Resources are undeveloped capital, and capital is developed and utilized resources.

1. In terms of talent recruitment: If we are looking for a job, we will find that more than half of the contents are very similar: under 35 years old, bachelor degree or above, more than three years of relevant work experience, fluent in English, etc. Are there so many companies that have the same demand for talents?

I once heard an elderly friend complain that the company he works for requires fluent communication in English when recruiting. At that time, this requirement was very common. In order to find a job, he did put a lot of effort into his spoken English before applying. He talked with the examiner Kan Kan in the interview and passed the exam successfully. As a result, he has been working for almost half a year and can't speak a word of English except "hello". There are also companies that recruit telephone operators. What do they want? "Bachelor degree or above, CET-4 or above, able to communicate in English." This is not an unknown company, nor has it done foreign trade, which wastes resources! Maybe they are for a long-term solution!

The recruitment mentioned above is to treat people as resources and only pursue good things unilaterally. Whether it is necessary or not, it requires a bachelor degree or above and fluent English. As long as others ask, I will ask. This recruitment method will either increase the unnecessary labor cost of enterprises or become the source of labor instability. It will eventually bring unnecessary trouble to the enterprise. We can analyze that a person's different abilities have different requirements for salary and development prospects. A person who can't speak English well and a person who can speak, listen, read and write English fluently will have a great difference in salary expectation. Similarly, a college graduate majoring in marketing and an MBA or EMBA will have very different salary requirements. If a person has more knowledge and skills, society will provide him with more job opportunities. It is easy to become unstable. At the same time, because they have invested a lot of money to become scarce talents, the level of compensation provided by society will be higher. If an enterprise wants to recruit and retain such talents, it can only pay him a higher salary according to social standards, which means that we have increased the cost. If we regard manpower as capital, this is a question that we will naturally consider: can the extra cost we pay bring us benefits? Assuming that an enterprise only does domestic trade, it is estimated that it will not deal with foreign companies within one year. If you don't require a good English level when recruiting, it will only bring two results to the enterprise:

(1) Increase the wage cost. The original salary cost of the sales department may be 15000 yuan/month, and it was increased to 30000 yuan/month to meet the salary requirements of high-quality employees. The increased cost of 15000 yuan did not bring any value to the enterprise. Isn't this a waste?

(2) causing mobility and increasing the cost of recruitment and training. If the company can't provide competitive salary, the recruited employees will be dissatisfied after knowing their income, and then find another job. In this way, not only the recruitment and training expenses that the company has already spent have dealt a blow to Shui Piao, but also the recruitment and training expenses have been continuously "wasted" to maintain the company's high demand for talents, and these increased costs cannot bring value to the enterprise.

2. On the use of talents: a company recruited a new employee, whose conditions fully met the company's requirements, but at the end of the probation period, the employee failed to complete the company's work and was dismissed. Whose fault is this? Company? Employees?

It is hard for us to say that this is a complete mistake, but we know that treating the same employee as a capital or resource will have completely different results. Now let's look at Mr. Sun's story. After graduating from college, Mr. Sun was hired as a salesman by Company A, and was dismissed three months later. So, Mr. Sun came to Company B again, and his sales performance was very good. In less than a year, he was promoted to sales supervisor. Why does the same person behave so differently? Let's go and see what companies A and B have done after recruitment. After Mr. Sun came to Company A, the human resources department asked him to fill out various forms, and then asked him to work in the sales department. The sales manager gave him a stack of products and company introduction materials, arranged for him to get pens, notebooks and other appliances from the administrative department, and introduced him to other colleagues in the department. Finally, he gave him a sales target and let him sit at his desk and start working. Mr. Sun has no sales experience. Because the information he got was promotional materials sent by the company to customers, the product introduction was very simple. Mr. Sun doesn't know much about products, so he has to make a breakthrough rashly. As a result, three months later, he still didn't know what to do, let alone complete the sales task and never opened the business. As a result, he was fired. Mr. Sun of Company B has different experiences. After reporting to the Human Resources Department, the Human Resources Department trained them in company culture, company development history, company rules and regulations, and made Mr. Sun have a comprehensive understanding of the company. In the sales department, he received training in product knowledge and sales skills. Then the sales manager personally took him to the sales site to observe the sales process. After that, he was allowed to work independently. At the weekly sales meeting, the sales manager will continue to organize everyone to discuss difficult problems in sales, help them solve problems and make continuous improvement. Mr. Sun is neither stupid nor stupid. With such thoughtful training and guidance, he soon entered the door. Coupled with Mr. Sun's hard work and dedication, sales performance rose rapidly. He gradually became the best in sales staff and was soon promoted. The different ways in which Company A and Company B treat talents reflect different views on talents. Company A only regards talents as resources, so long as they are recruited, even if the task is completed, while Company B regards talents as capital, and continuously develops them according to the needs of enterprises, so that talents can appreciate and become the profit source of enterprises. The results of the two methods can be imagined: Company A laments that "talents are hard to find" and has been busy looking for good "human resources", while Company B is full of talents and its economic benefits are constantly improving, but in fact they have the same resources, just like they all recruited Teacher Sun. Now, we understand the different practices and different results of taking human resources as "resources" and "capital". We know that only by taking human resources as capital can we have talents in the most economical way and have enough talents, so that talents can continue to grow and bring endless profits to enterprises. So, how should we turn "human resources" into "human capital"?

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Second, talent recruitment.

1. Pre-recruitment planning: At present, many enterprises are unable to conduct comprehensive human resources planning, but at least they should have a plan for this recruitment before recruitment, which should include the following contents: Recruitment purpose: Why do you want to recruit this person? . Job tasks of the applicant: what work will be completed by the recruiter. Requirements for candidates: What knowledge and skills do candidates need to have to complete the above work? 2. Pursuing "appropriate collocation"

It is of course a beautiful thing for the farmer to marry the princess, but if the princess abandons the farmer because he can't afford to raise the princess in the future, it is better to marry a village girl from the beginning and live a happy life together. The same is true for recruiting talents. Don't blindly pursue high standards, but pursue economic application ... determine recruitment conditions according to enterprise needs. We have analyzed before that excessive requirements will lead to an increase in labor costs or frequent turnover of personnel ... to increase transparency and fully confirm cooperation intentions. Human resources departments should try their best to attract talents for enterprises, but attracting talents should be based on competitive human resources policies, not just recruitment skills. "Cheat" the door, can't stay, it is better not to let the door in the first place. Therefore, we should fully communicate with the recruiter when recruiting. First of all, let the candidates know what tasks they want to complete and what skills they need when they arrive at the company, so that the candidates can judge whether they like and are competent for the job. Secondly, it is necessary to objectively introduce the treatment and development opportunities that the company can provide to the candidates. Although some talents are lost in this way, those who are willing to enter the company will work for the company relatively stably.

Third, the use of talents.

1, personnel training:

(1) The purpose of talent development is to make social talents become enterprise talents. Although we have made basic regulations and audits on the basic qualities of candidates during recruitment, we still need further training to make full use of the candidates' abilities. For example, if we recruit a sales representative, he may be required to have good language skills, but if we don't train him about the company and products, he still can't introduce our company and products to customers well. Only by providing corresponding support can employees' talents be developed and utilized, thus bringing economic benefits to enterprises ... so that talents can adapt to the changes and development of enterprises. As the market changes, enterprises will continue to develop and change. Therefore, the demand for talents will constantly change and improve, and it is impossible for enterprises to change people frequently to adapt to this change. The only feasible way is to provide opportunities for employees to learn and improve according to the needs of enterprises, so that employees' abilities can grow continuously to adapt to the development of enterprises. Thereby reducing the cost of talents, saving money for the company and increasing profits for the company in disguise.

(2) Main methods of talent development: The main method of talent development is training, which can be carried out in various ways, namely, attending training courses or providing on-the-job guidance and training. You can also encourage employees to exercise themselves by reading, going to school and studying, because this is to train talents for enterprises. Therefore, no matter which way is adopted, employees should be encouraged to follow the enterprise's demand for talent knowledge and skills.

2. Use of talents: Proper use of talents can mobilize the enthusiasm of employees, create more value for enterprises, and guide employees to develop in the right direction, thus having a positive impact on the development of enterprises. Compared with other capitals, human capital has its uniqueness, that is, its ability to create profits is very flexible. A worker can produce 20 products or 50 products every day, and a salesman can bring a profit of 65,438+10,000 yuan and a profit of 400,000 yuan every year, depending on how the enterprise uses employees. From the perspective of human capital development, the rational use of employees mainly includes two aspects:

(1) Provide good working conditions: In order to create maximum value for talents, we must provide all kinds of support for employees, including relevant training, corresponding office equipment, and cooperation from other departments. , so that employees can work with peace of mind and maintain high work efficiency, thus bringing greater benefits to the enterprise.

(2) Motivation:

The role of motivation: on the one hand, motivation can mobilize the enthusiasm of employees to do more work for the enterprise, on the other hand, it can guide employees and encourage them to do the right thing, thus improving the quality of employees and increasing the value of talents. Motivation: Motivation can be achieved by meeting the material and spiritual needs of employees. Material needs can be realized through wages, bonuses, welfare, etc. Spiritual needs can be realized by providing opportunities for promotion or development, emotional care and recognition of work achievements. Having said that, I still want to upgrade the company's view of human resources to that of human capital, but it still needs to be tried. I think this view will be improved rapidly in practice and will eventually bring more profits to enterprises.

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