One. The goal of human resource management The goal of human resource management refers to the responsibilities and achievements that enterprise human resource management needs to complete. Human resource management should not only consider the realization of organizational goals, but also consider the personal development of employees, and emphasize the all-round development of individuals while realizing organizational goals. Human resource management objectives include the objectives and tasks of all managers in human resource management, as well as the objectives and tasks of specialized human resource departments. Obviously, the two are different. The goals and tasks of professional human resources departments are not necessarily the goals and tasks of all managers, but all managers generally undertake the goals and tasks that professional human resources departments should complete. Whether it is a specialized human resource management department or other non-human resource management departments, the objectives and tasks of human resource management mainly include the following three aspects: 1. Ensure that the organization's demand for human resources is met to the maximum extent; 2. Maximize the development and management of human resources inside and outside the organization, and promote the sustainable development of the organization; 3. Maintain and motivate the internal human resources of the organization to maximize its potential and enhance and expand its human capital. Two. The role of human resource strategy in enterprise management. Human resource strategy is the core of enterprise strategy. In the current enterprise competition, talents are the core resources of enterprises, and human resource strategy is in the core position of enterprise strategy. The development of an enterprise depends on the formulation of its strategic decision, which is based on the formulation of its development goals and action plans, and ultimately plays a decisive role in the number of high-quality talents owned by the enterprise. Effective use of management talents and professional and technical talents adapted to the development strategy of the enterprise and giving full play to their talents can promote the implementation of the enterprise strategy and the rapid development of the enterprise. 2, human resources strategy can improve the performance of enterprises. The employee's job performance is the basic guarantee of enterprise benefits, and the realization of enterprise performance is reflected by effectively providing customers with enterprise products and services. One of the important goals of human resource strategy is to implement activities that are conducive to improving the performance of enterprises, and to play its contribution to the success of enterprises through these activities. In the past, human resource management was based on activities, mainly considering what to do, regardless of cost and human demand; Now, the economic development is changing from a resource-based economy to a knowledge-based economy, and the human resource management of enterprises must undergo a strategic transformation. Human resource managers must regard the results of their own activities as the achievements of enterprises, especially as the return of human resource investment, so that enterprises can get more profits. From the perspective of enterprise strategy, human resource management, as a strategic lever, can effectively affect the company's operating performance. The combination of human resource strategy and enterprise management strategy can effectively promote the adjustment and optimization of enterprises and promote the successful implementation of enterprise strategy. 3. It is beneficial for enterprises to expand human capital and form a sustainable competitive advantage. With the increasingly fierce competition among enterprises and the globalization of international economy, it is difficult for any enterprise to have a long-term competitive advantage. Often, after creating a certain competitive advantage, enterprises are imitated by competitors in a short time, thus losing their advantages. The competitive advantage formed by excellent human resources is difficult for other enterprises to imitate. Therefore, the correct human resource strategy is of great significance for enterprises to maintain a sustainable competitive advantage. The goal of human resource strategy is to continuously improve the sum of human capital of enterprises. Expanding human capital, using the talents of all employees in the enterprise and attracting outstanding talents from outside are part of the enterprise strategy. The job of human resources is to ensure the supply of personnel needed for each position and ensure that these personnel have the skills needed for the position, that is, to shorten and eliminate the gap between the skills needed for each position and the ability of employees through training and development. Of course, we can also design salary system, welfare plan, provide more training and design career planning for employees to enhance the competitiveness of human capital, thus expanding human capital and forming a sustainable competitive advantage. 4. It plays a guiding role in enterprise management. Human resource strategy can help enterprises to establish human resource management methods suitable for their own characteristics according to the changes of market environment and the development of human resource management itself. Such as determining the long-term supply and demand plan of human resources according to market changes; According to the expectations of employees, establish an incentive system suitable for the actual situation of enterprises; Reduce labor costs with more scientific, advanced and reasonable methods; According to the development trend of science and technology, employees are trained and developed in a targeted manner to improve their adaptability to meet the requirements of future scientific and technological development. The human resource strategy suitable for the enterprise's own development can improve the management level and quality of human resources; It can guide the talent construction and human resource allocation of enterprises and maximize the benefit of talents. Transform human resources from social resources into enterprise resources, and finally into the real labor force of enterprises. 1. The book "Differences in Management Concepts" points out that traditional human resource management regards people as "tools", while modern human resource management regards people as "resources" and pays attention to generation and development. Note that resources have two states, one is generation, which should be an important content of traditional human resource management, and the other is development, which is a function that traditional human resource management does not have or does not have. This is the core of modern human resource management. In the modern enterprise system, we are talking about the core competitiveness of enterprises, not people. Only talents have irreplaceable and unrepeatable advantages. However, talents can't be brought in. Although we can also airdrop, it is only for a very small number of executives or cutting-edge technical talents. We can't airdrop all enterprise talents, nor can we create our enterprise value only by individual top talents or executives. Therefore, we say that enterprise talents must be cultivated and discovered by themselves. Therefore, an important task of human resource management department is development. In many foreign-funded enterprises, we can find that the human resources management of foreign enterprises is truly people-oriented, and they are very attentive to the training of employees and the planning of career prospects. It is precisely because of this that many talents gather in foreign companies. We think that foreign companies attract people not only by high salary, but in fact, the salary level of our individual private enterprises and even state-owned enterprises will not be worse than that of some foreign companies. The key lies in the cultural atmosphere under the two enterprises, which comes down to the fundamental reason lies in the humanistic development level of enterprises. 2. Shift of management focus Traditional human resource management takes "things" and "things" as the core, while modern human resource management takes "people" as the core. Here we are going to discuss what things are, what things are and what people are. I think things and things can be attributed to the relevant system, rewards and punishments and so on. These things can be materialized, and at the same time, this is also the key management means of the human resources management department in the past. And "people", I think, should refer to some measures taken by human resources departments to improve human resources capabilities, such as career planning and training plans for employees. If my understanding is correct, then even today when modern human resource management is advocated, we still have to use a set of strict "things" and "things" to restrain it. Otherwise, although we call it people-centered, it is likely that things will vary from person to person and from person to person. In my opinion, the focus of modern human resource management is to break all kinds of relationships that existed in enterprises in the past and form a fair and just incentive and distribution mechanism. Without breaking these relationships and the strict, fair and just system, it is impossible to realize "people-oriented". Therefore, in this sense, "things" and "people" are equally important, or they are based on each other. 3. Differences in management vision and content "The traditional function of human resource management is to recruit new people and fill vacancies. Modern human resource management not only has this function, but also undertakes the tasks of job design, standardizing workflow and coordinating working relations. " In this respect, the management scope and vision of modern human resource management have been greatly expanded compared with the past personnel management. It can be said that the emphasis and emphasis are completely different. Under such a system, the quality of the personnel in the human resource management department is very high, because he must not only have the knowledge structure of modern human resource management, but also have considerable experience in enterprise management, so as to carry out work design and workflow standardization. As far as the personnel structure of the existing human resources management departments of state-owned enterprises is concerned, most of them are inherent personnel of traditional human resources management departments, and they do not have such ability in concept and knowledge structure. It is almost impossible to implement modern human resource management if these people are the main body. Therefore, there are few successful examples of state-owned enterprises implementing modern management system. It should be said that human resource management is an important obstacle. 4. The difference between management principles and methods I think there is no difference between traditional labor and personnel management and modern human resource management in terms of management principles and methods. The difference lies in good management and bad management. Didn't the past labor and personnel management need innovative management methods? Don't you need knowledge of psychology, economics and management? This is not correct. Whether in the old labor and personnel management or the modern human resource management mode, as a good manager, he will certainly learn, absorb new knowledge automatically and apply it to his work. If the difference is that modern human resource management makes this demand more urgent, we should urge managers to strengthen their learning in this field. 5. The difference between management and organization. Modern human resource management should break the rules and regulations under the past labor and personnel management mode, which involves the distribution of vested interests of many enterprises, so it is a difficult problem for enterprises. In fact, I think the focus of modern human resource management should be the evaluation of the effectiveness and rationality of workflow, jobs and incentive mechanism, as well as the cultivation and scheduling of human resources, while the specific post setting, salary incentive measures and salary payment should be formulated and operated by other professional departments (such as finance).