Human resources have always been the focus of enterprise management and the key to enterprise development. The following is the paper of the human resource customer service specialist I recommended to you, I hope you have gained something.
[Abstract]
Enterprise human resource management is a key issue related to enterprise development. Under the background of fierce competition in market economy and shortage of human resources, it is of great significance to strengthen the modernization of human resources management in enterprises. This paper discusses the optimization of human resource management in enterprises. Through the analysis of the present management situation, this paper discusses the significance of enterprise human resource management optimization, and puts forward the concrete implementation strategies to realize enterprise human resource management optimization.
[Keywords:]
Optimization of human resource management in enterprises
First, the enterprise human resources management problems and their causes
Enterprise human resources management takes enterprise human resources as the core, and studies how to realize the rational allocation of enterprise resources, which generally includes recruitment, employee training, performance appraisal and so on. With the popularization of computer technology and the development of information network technology, the three sections of enterprise human resource management have enriched more specific contents, such as human capital investment, labor productivity statistics, social insurance payment, human resource early warning system, assessment data evaluation and so on. At present, the modern management of enterprise human resources has been widely put on the agenda. Due to the heavy tradition and various conditions, there are still many outstanding problems in human resource management in Chinese enterprises, and it is urgent to realize the modernization of human resource management through management optimization. These problems are mainly manifested in:
1. The phenomenon of emphasizing management over development is widespread.
The development of human resources includes the introduction, cultivation, guidance, encouragement, inspection and integration of talents. In human resource management, many enterprises often complain that employees are out of control. Therefore, enterprises are always new employees with unfamiliar skills. The crux of the problem lies in ignoring the development of human resources, blindly emphasizing the benefits obtained from management, and failing to do a good job in the development of pre-job training and continuing education for employees. As a result, many professional resource management work cannot be carried out, which eventually leads to the lack of talents and low efficiency in enterprises.
2. Not paying enough attention to improving the quality of managers
Enterprises in China generally attach importance to staff training, but often pay insufficient attention to the improvement of managers' quality and lack investment. Managers account for 5% ~ 10% of the total number of employees, but their role far exceeds more than 90% of employees in enterprise organizations. Therefore, the level of managers directly affects the development and management of human resources in enterprises, and is directly related to the survival and development of enterprises. A large number of facts have also proved that people with high quality and high management level can bring bankrupt enterprises back to life. Cultivating and selecting excellent professional managers is an effective measure and necessary way to improve the management level of the whole enterprise.
3. Human resource management is out of touch with enterprise development strategy.
Up to now, the human resource management of most enterprises in China is still in the traditional personnel management stage, and its functions are mostly the formulation of salary distribution plan, personnel deployment, promotion training and so on. However, employees, including management, have not made unified planning according to the needs of enterprise development strategy, let alone the provisions of selecting, employing and encouraging people in line with national policies, so as to maximize the creativity of employing people and increase the wealth of enterprises and society. In China, enterprise training is usually separated from the personnel department, and short-term on-the-job training courses are generally held by business departments, which are common in emergency training such as the introduction of advanced equipment and the acceptance of inxoo ooo series. The personnel department of the enterprise has not made a plan to train potential managers who meet the future development needs of the enterprise from the perspective of developing people's ability.
4. The human capital investment is seriously wasted.
Human resource management needs investment. As a kind of capital, manpower plays a primary role in determining and restricting other productive forces. It has become a consensus that human capital investment is the most important investment of enterprises. However, regardless of their actual situation, many enterprises do not follow the law of education investment, and spend money on luxury schools, aristocratic schools and high-end training institutions, and hire trainers at high prices. But the effect is often the opposite, and the benefits have not been greatly improved. This is actually a serious waste of human capital investment.
The root of these problems lies in outdated concepts, lax management processes and traditional personnel mode, and the failure to deeply understand the role and significance of modern human resource management.
Second, the significance of enterprise human resource management optimization
The optimization of human resource management is an important part of modern enterprise management. Under the background of fierce market competition and the survival of enterprises, it is of great significance to deepen reform and promote the optimization of human resource management in enterprises.
1. greatly mobilized the enthusiasm of employees.
Optimized human resource management has greatly reduced the number and level of functional departments in enterprises, and the organization is no longer "multi-level management", but presents a trend of "flattening". Functional departments organized by professional technology will still exist, but the "boundary" between departments will be greatly diluted. The power inclination of the department manager has undergone a qualitative change. Generally, it is only to formulate strategies and train managers, and employees directly serve customers, not "bosses". In operation, employees will be divided into managers with leadership and communication skills and various application experts. Everyone can choose their own development direction according to their own characteristics, so as long as they work hard, they will naturally have fame and status. For example, in Microsoft's project team, a lower-level PM (project manager) can lead a technical expert with the same technical level as Bill Gates. In this case, we no longer pursue "managers" or "supervisors" at all levels, but various "experts".
2. Rational use of information technology
The leap of information technology is the material basis and promoting condition for the modernization of enterprise human resource management. Due to the great achievements of database, communication and network technology, people can enjoy information quickly, conveniently and in real time, and understand the data hidden in enterprise filing cabinets in the past, thus materially ensuring that the division of labor can be broken and higher production efficiency can be created.
3. Maximum investment savings
The management optimization of human resources reduces unnecessary expenses, including staff training, education investment, recruitment expenses, etc. And they can all be saved. In this way, the output rate of employees has also increased accordingly, which is another kind of human capital investment. Only in this way can we fundamentally enhance the core competitiveness of enterprises and promote the realization of strategic objectives of enterprises.
4. Effectively enhance the core competitiveness of enterprises.
The core competitiveness of enterprises is related to the development and survival of enterprises, and it is a problem that modern enterprises must attach great importance to. The optimization of enterprise human resource management can effectively allocate the talent structure of enterprises, improve the quality of employees and management efficiency, promote the development of enterprise productivity and core competitiveness in general, promote the harmonious and sustainable development of enterprises, and finally realize the strategic goal of enterprise development.
Third, the optimization strategy of enterprise human resource management
1. Renew ideas and highlight the ultimate concern for talents.
Modern enterprise management emphasizes renewing ideas, putting people first, and highlighting people-oriented care for enterprise human resources. "People-oriented" is the essence of human resource management, which regards people as the most precious and value-added capital in enterprises. The highest realm of people-oriented management is that managers give full play to their three elements of personality (knowledge, skills and personality motivation), mobilize and enhance the three elements of employees' personality, and get nutrition from employees' feedback, thus further increasing their golden triangle area. The focus of management is to create a good environment, so that every employee can give full play to his strengths and make greater achievements. When dealing with subordinates, we should pay special attention to their desire for fairness and equality. In order to meet these requirements of employees to the greatest extent, enterprise leaders should always give full play to their greatest ability and strive to make the sense of fairness deeply rooted in the hearts of people at all levels without ignoring any principles and overall interests. As soon as possible, we should establish a new concept of personnel talents that adapts to the current era, including the concept that people are resources, human resources are the first resource, human capital investment is given priority, employees and enterprises grow synchronously, talent introduction and wisdom borrowing, and management according to law. Any enterprise, regardless of its size, should formulate a future-oriented human resources development strategy as soon as possible, including stabilizing the talent team, improving the quality of employees, optimizing the human resources structure and enhancing the vitality of employees.
2. Accumulate value-added and emphasize the saving of human capital.
From human resource management to human capital management, this is the trend of modern enterprise-oriented management, which embodies the ultimate goal of enterprise human resource management, that is, to enhance the core competitiveness of enterprises. The so-called human capital refers to the knowledge, skills and abilities condensed on workers. From the individual's point of view, human capital refers to the sum of quality factors such as knowledge, skills, ability and health with economic value acquired by individuals; The difference between human capital and human resources is that human resources is a quantitative concept, while human capital is a quality concept. Human resources are undeveloped resources, and human capital is the result of human resources development. According to the theory of human capital, human capital investment is the decisive factor to improve people's knowledge and skills stock and realize economic growth. The new growth theory particularly emphasizes that in the long-term economic growth, in addition to the contribution of traditional production factors such as land, capital and labor, it also lies in the continuous accumulation of human capital. In addition, specialized human capital and expertise acquired through education and training are the fundamental driving force for maintaining long-term and sustained economic growth. Furthermore, we believe that human capital management in enterprises can promote the accumulation and appreciation of human capital and realize the sustainable development of enterprises through investment saving, use saving and management saving.
Therefore, the human resource management of enterprises should be promoted to the height of human capital investment and management, and effective regulation and control of investment, including employee training and assessment, enterprise education investment and enterprise talent flow, must pay attention to saving, minimize expenses and reduce costs. At the same time, we are willing to encourage investment, which is the most beneficial category of human capital expenditure, and the result is to retain talents and give full play to their special role. Only by saving capital can we achieve expansion and ensure the value accumulation and appreciation of professionals. The result of saving is an investment, which is the dialectics of human capital investment.
3. Comprehensively innovate and realize the process reorganization of human resource management.
BPR (Business Process Reengineering) is a new management idea that developed rapidly and was widely implemented in 1990s. It was first put forward by michael hammer in the United States in 1990, and was first introduced to China academic circles in the mid-1990s, and then gradually became familiar to domestic enterprises with the upsurge of ERP application in China. According to Hammer's definition, "BPR is to fundamentally rethink and completely redesign the business process of an enterprise, so as to greatly improve the cost, quality, service and speed". Obviously, BPR emphasizes the change of business process as the object and center, and pays attention to the customer's demand and satisfaction as the goal, and fundamentally reconsiders and completely redesigns the existing business process, and uses advanced manufacturing technology, information technology and modern management means to maximize the integration of technical functions and management functions, so as to break the traditional function-organization structure. Establish a brand-new process-oriented organization, and realize the great improvement of the cost, quality, service and speed of enterprise management. Its reorganization mode is: centering on workflow, breaking the pyramid-shaped organizational structure, making enterprises adapt to the high efficiency and fast pace of the information society, suitable for employees to participate in enterprise management, achieving effective communication from top to bottom, with strong adaptability and greater flexibility. Because the process of process reengineering is the core of management, BPR, like concurrent engineering and agile manufacturing, particularly emphasizes the process, that is, how to make all departments and links of an enterprise form an organic whole through process reengineering, make it a system with consistent goals, realize the sharing of resources and achieve high coordination among departments. From the definition, we can see that to successfully implement BPR, we must do a good job in two aspects: on the one hand, redesign the organizational structure, management system, business process and other hard factors; On the other hand, it changes soft factors such as leadership behavior, organizational culture and communication methods.
The general human resource management process, as shown in figure 1, has both the continuity of links and the independence of activities. As far as individual employees are concerned, management lasts until they leave their jobs. From the scope, the management is in place, the content is complete, and its essence is worth preserving. According to BRP theory, the optimal combination is carried out, and the result is shown in Figure 2.
The reorganized human resource management process, management planning and management process are two major work sections, which bind human resource management planning and enterprise development strategy together, and highlight three indicators of information collection, feedback and customer satisfaction, especially for employees, leaders, enterprises and social satisfaction, which embodies the purpose of human resource management and realizes the humanization of human resource management. The process is a detailed document, but it needs to be concise and easy for users to understand. Process documents (management and operation) need to be embedded in business processes and controls. Therefore, just like the simplicity of the operation process itself, the preparation process and the specific audit operation process in the flow chart should also be concise, and the formed sections reflect the logical connection and scientific norms of the details, and put them into practice to realize the substantial improvement of the cost, quality, service and speed of enterprise human capital management.
In a word, the optimization of enterprise human capital management needs to establish a professional, perfect and efficient human resources institution, and satisfy employees and talents through the renewal of ideas and the propaganda of service spirit. Only in this way can we fundamentally enhance the core competitiveness of enterprises and ensure the realization of strategic objectives of enterprises.
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