Keywords: human resource management, strategic promotion, enterprise competitiveness
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In recent years, human resource management has developed rapidly in China. In the past, I have been learning from some developed countries such as Europe and America, and recently I have begun to pay attention to the human resources of enterprises in some Asian countries, such as neighboring Japan and South Korea. These concerns are of great significance, which makes us clearly realize that the decisive factor for enterprises to gain competitive advantage is people (that is, the core of modern enterprise competition is talent competition), and human resource management is the top priority of modern enterprise management.
Human resource management should not be a speculative concept, but should proceed from reality, find problems, analyze problems and solve them. The definition of human resource management strategy is a series of planned and strategic human resource deployment and management behaviors carried out by enterprises to achieve their goals. The improvement of enterprise competitiveness has an important relationship with enterprise human resource management. People are the most important resources, capital and strategic contributors of an enterprise. Therefore, "people-oriented" has become the core concept of human resource management strategy.
First, China's current human resources management system, the main problems
Compared with international countries, there are several major problems in China's human resource management at this stage:
(A) the basic work of selecting people is weak, resulting in the adaptation of people to suit their needs, which directly affects the organizational structure of enterprises.
(2) Lack of scientific talents leads to brain drain, which directly affects the development strategy of enterprises.
(C) education is not in place, resulting in talent technology bottlenecks, directly affecting the business processes of enterprises.
1. Insufficient investment in human capital.
2. There is no perfect employee training system.
3. The way of retaining people is single.
The above-mentioned problems in human resource management of enterprises in China are the manifestations of backward human resource management concept, poor mechanism and imperfect system.
First of all, the concept of human resource management is backward and the level of human resource management is not high.
Secondly, there is a lack of effective incentive mechanism, which ignores the quality training and potential development of employees.
Thirdly, human resource management lacks scientific planning, and the relationship between enterprise managers and managed people is vague.
After an in-depth analysis of the causes of the above problems, I think the main reasons for the above problems are: first, the whole company lacks systematic thinking on human resource management and is not integrated with strategy, especially the middle and senior managers of the company lack human resource management knowledge and do not fully assume their responsibilities, which leads to the lack of systematic planning for human resource work in the whole company; Secondly, the relevant personnel of the company did not master the advanced concepts, methods and tools of human resource management, and their job analysis was not perfect, which directly affected the development of human resource work. At the same time, the company did not understand the role of performance management and salary management from a systematic perspective, which led to insufficient investment in related resources. Thirdly, while considering the improvement of human resource management, the company did not systematically improve the implementation methods of human resource management from the aspects of enterprise strategy, organizational structure, business process, information technology and performance appraisal, and did not establish a post qualification management system, which led to the lack of career development channels for employees. Of course, according to different enterprises, the possible problems and reasons are different. In the spirit of Scientific Outlook on Development, we should analyze the reasons according to the specific problems of specific enterprises, so as to formulate more targeted countermeasures.
Second, strategic human resource management has important strategic significance for enterprise development.
Human resource management is the guarantee of enterprise operation and development, the foundation of enterprise competitive advantage, the concrete support and development of enterprise culture, and the most diversified element in enterprise. Enterprises need all kinds of people and make them effective resources through the integration of management. When the differences in technology, capital, environment and policies become less and less obvious, and people become the key to realize the competitive advantage of organizations, the importance of human resources becomes more and more obvious, and the composition and function of human resources are more and more difficult to be imitated by competitors. Modern corporate culture has also become a management tool and brought market value. Enterprises can make the most diversified choices and combinations of human resources to complete and adapt to different tasks and environments, which is of great significance in the rapidly changing market environment. Enterprises that cannot adapt to the environment and maintain moderate flexibility and plasticity are easily eliminated by the market.
To implement strategic human resource management, enterprises should focus on: changing structure (including organizational structure and personnel structure) and culture, organizational efficiency and performance, developing special capabilities (including strategic capabilities, marketing capabilities and financial capabilities) and management reform. The purpose of implementing strategic human resource management is to ensure that enterprises can obtain employees with good skills and good incentives, so that enterprises can obtain sustainable competitive advantages, thus forming their strategic capabilities, relying on employees to achieve strategic goals and relying on core human resources to establish competitive advantages.
The main functions and requirements of enterprise strategic human resource management are:
1. Provide support to realize the enterprise's strategy and objectives, and ensure that all human resources activities generate added value.
2. Strengthen corporate culture management, and release and develop employees' inner abilities.
3. The development process maximizes the contribution of employees.
4, within the scope of the enterprise, make every production, technology and management personnel's continuous learning and development become an important part of their work and life.
Three. General principles of improving the management level of human resources in enterprises
(1) Establish a legal, standardized and healthy human resource management system.
(B) the establishment of a continuous incentive human resource management system
The establishment of a continuous incentive human resource management system includes the following four aspects:
1. Encourage people with performance.
2. Keep people with treatment.
3. Use culture to unite people.
4. Cultivate talents through training.
(C) the establishment of an open and innovative human resources management system
Today's information is open, the market is open, and the competition for talents is open and transparent. If we say that in the era of product economy, the product concept and quality consciousness of "people without me, people without me, people without me, people without me" have become the key to the success of many enterprises and the mainstream of market competitiveness. In today's open information and talent competition, whoever has an open and innovative human resource management concept and management system will have first-class human resources and the core competitiveness of the enterprise.
With the impact of WTO and modern enterprise management system on the market, both traditional enterprise transformation and modern enterprise innovation need the reform of enterprise execution mechanism to promote the reform of supporting human resource management system. For example, in enterprise restructuring, employees are changed from "owners" to "wage earners" or from "wage earners" to shareholders through equity change and transformation. How to adapt to the development of enterprises and the new needs of employees under the new situation, how to set up equity, implement equity distribution and internal shareholding have become the problems we are facing.
Fourth, ways to improve the human resource management mechanism of enterprises in China
(A) to strengthen the "people-oriented" management principle
(two) adhere to the principle of "according to law" management.
1.* * * Formulate relevant laws and regulations to regulate the flow of talents in enterprises.
2. Enterprises should formulate reasonable rules and regulations to control the loss of business secrets.
(c) Adopt a diversified salary system.
(D) Strengthen the career design of knowledge workers.
(five) according to the enterprise development strategy to implement human resources planning.
(six) the establishment of a competitive mechanism as the main body of the talent use mechanism.
(7) Establish a distribution incentive mechanism based on performance appraisal.
To sum up, human resource management is an important aspect to enhance the competitiveness of enterprises. We should establish a new concept that human resources are the first resource and talents are the core strength of human resources. 2 1 century, strategic human resource management will become the mainstream of human resource management. As long as enterprises continue to strengthen the training and development of human resources and enhance the value of human resources; Establish a solid foundation of human resources and support the overall operation of human resources; Innovating the technical system of human resource management to support the development of human resource management; Create a relaxed humanistic environment and enhance the cohesion of enterprises; Improve the incentive and restraint mechanism of human resource management, push employees and enterprises to a new level, the core competitiveness of enterprises will be continuously improved, and enterprises will be invincible in the fierce market competition and develop sustainably.
The strength of enterprise's core competitiveness determines the situation of enterprise's human resources. The cultivation process of enterprise's core competitiveness is the development process of enterprise's human resources, and promoting enterprise's core competitiveness is the fundamental purpose of enterprise's human resources development.
Human resources are the first resource. Finding and absorbing human resources is the task and responsibility of human resource management. The improvement of enterprise human resource management level is the key to the formation of enterprise core competitiveness. Human resource managers should really do a good job in human resource management with people-oriented management ideas, create a relaxed human resource management environment, let everyone pay attention to enterprise development, and form an enterprising corporate culture. The future economic advantage will be transferred to a completely different power resource from the past, which is human capital. Zhang Ruimin, CEO, said: "Talent is the competitive advantage of enterprises. With talents, capital can be concentrated in enterprises and enterprises can win in the competition. " Therefore, the core competitiveness of enterprises can not be separated from the human resource management of enterprises, and the basis of their core competitiveness and competitive advantage lies in the human resource management of enterprises.
How to improve the core competitiveness of enterprises by strengthening human resource management depends on talent team and technological innovation, and the key is people. Strengthening human resource management can improve the cohesion, combat effectiveness and creativity of the talent team, thus improving the core competitiveness of enterprises. Specifically through the following ways: first, strengthen recruitment management and improve the quality of human resources from the source; The second is to strengthen the use management and constantly improve the overall ability of human resources in practice; The third is to strengthen assessment management and stimulate the potential of human resources.
How to strengthen human resource management and enhance the core competitiveness of enterprises 1 The formation of enterprise's core competitiveness and human resource management
(A) knowledge and understanding of the core competitiveness of enterprises
The core competitiveness of enterprises belongs to the strategic theory of resource-based enterprises, which was first formally put forward in the article "Competitiveness of Enterprises" published by Prahad and Hammer in Harvard Business Review 1990. Its meaning is the ability of enterprises to develop unique products, technologies and marketing methods. It is usually based on the core technical ability of an enterprise, and obtains the ability to maintain a sustainable competitive advantage through the interaction of strategic decision-making, manufacturing, marketing and internal organization and coordination management. It is a complementary system of assets and knowledge established and developed by enterprises in the process of development. Different from non-core competitiveness, the core competitiveness of enterprises has the following characteristics:
1. Unique. The core competitiveness of enterprises is cultivated in a specific way in long-term technical practice and management practice. The core competitiveness of different enterprises is heterogeneous. The concept of core competitiveness is different from the concept of enterprise capability, the former highlights the unique technical capability, manufacturing capability and marketing capability in the value chain; The latter covers the whole value chain more widely, including market interface ability, basic design ability and organizational activities and rules.
2. Sustainability, not easy to imitate or replace. The former is the core competitiveness formed by the long-term accumulation of various capabilities, technologies and products of enterprises, which lasts longer than a single capability. The latter is because the complementary system of enterprise's material capital and human resources is closely related to the enterprise's organizational structure and personal resources, which not only contains the unique technical devices and operating skills of the enterprise, but also exists in the minds of enterprise employees, showing uncoded experience, knowledge and wisdom, which is difficult to be understood, excavated, imitated and transplanted by the outside world, that is, it is difficult to be surpassed in a short time.
3. Integrity. It is difficult for a single product or capability to become the core competitiveness of an enterprise. Only by integrating the knowledge and skills of all departments can it become the core competitiveness. Core competence is a complex system that keeps balance with the environment and has integrity.
4. Value extensibility. Core competitiveness can not only enable enterprises to obtain higher profits in a certain field, but also extend to related fields, so that enterprises can enter multiple markets and industries and gain competitive advantages.
(B) the relationship between the core competitiveness of enterprises and human resource management
Enterprise human resources refer to the total population that can promote China's economic and social development and have the ability to work. From the practical application form, it includes four aspects: system, intelligence, knowledge and skills. Human resource management refers to the rational organization and deployment of human resources by using advanced science and combining with certain material resources, so as to keep the best proportion of human resources and material resources, and at the same time, to properly induce, control and coordinate people's thoughts, psychology and behavior, give full play to people's subjective initiative, and make people do their best to meet the needs of their people and personnel, thus achieving the strategic objectives of the organization. An enterprise leaves human resources and its development and management, and everything becomes empty talk. Therefore, human resources are the ultimate foundation of enterprise wealth. Carnegie, the American steel magnate, once said, "You can take my factory, equipment and capital, but as long as you leave me with terror, I will still be the steel magnate in five years." It can be seen that human resources are the foundation of enterprise development.
According to the definition of enterprise's core competitiveness by Prahad and Hammer, core competitiveness refers to the combination of technology and knowledge within an enterprise, which is a collection of various unique capabilities of an enterprise. Therefore, the core competitiveness can be said to be the network structure diagram of enterprise capabilities, and the capacity of this network depends on the capacity of human resources on each network node and the matching and integration effect of various human resources capabilities. Because these technologies and knowledge are attached to people, in other words, people are the carrier of the core competitiveness of enterprises. Without the carrier of human resources, the cultivation of core competitiveness will be passive water. Therefore, the cultivation of core competitiveness must be based on the development and management of human resources. Fundamentally speaking, the process of cultivating the core competitiveness of enterprises is essentially the process of developing and managing human resources. An enterprise's product research and development ability, scientific and technological innovation ability, marketing ability and organizational management ability all depend on its current situation of human resources development and management. If enterprises ignore the development and management of human resources, it is impossible to cultivate the core competitiveness of enterprises.
Second, the main problems of human resource management in China enterprises
(A) the basic work of selecting candidates is weak
Human resource recruitment is the main channel for enterprises to replenish fresh blood, and it is also an important method to obtain high-quality talents and enhance the core competitiveness of enterprises. Perfect human resource planning and job analysis are the solid foundation of scientific human resource recruitment activities. However, at present, most enterprises in our country lack human resources planning and position analysis before recruitment, which makes the recruitment work become passive water without roots. The main manifestations are as follows: recruitment is not based on the development of the enterprise to estimate the future demand for personnel, but adopts the current recruitment method, which lacks planning and cannot find talents and reserve talents for the sustainable development of the enterprise; Secondly, the recruitment standard of enterprises is not based on job description, but the recruiter adjusts the recruitment conditions at will according to the supply and demand of the talent market. Without the basis of recruitment, it is difficult to find suitable candidates for job vacancies in enterprises. From the above two points, it can be seen that employees who lack basic recruitment work will inevitably not meet the needs of post work and enterprise development, and lack the power source to enhance the core competitiveness of enterprises.
(2) Lack of scientific talents
At present, there are several common phenomena in the allocation of human resources in enterprises in China: first, the relationship allocation based on the distance between relationships has formed an unbreakable network of relationships, which is not conducive to meritocracy; The second is qualifications.
Home, according to the depth of seniority to arrange positions in the enterprise, who entered the enterprise who can be promoted earlier than the latecomers, is not conducive to adjustment.
Stimulate the enthusiasm of talented young employees; Third, age distribution, what age can reach what level, when a certain age can not reach a certain level, there will not be many opportunities for promotion, which is not conducive to long-term incentives for employees; The fourth is the professional configuration, that is, employees should be engaged in their professional work all their lives, regardless of their actual ability, which is not conducive to employing their strengths; Fifth, the distribution of highly educated people. No matter what position, companies like to hire people with high academic qualifications. The waste of talents is serious and the flow of talents is frequent. Therefore, enterprises pay higher replacement cost and opportunity cost for personnel. At present, the unscientific allocation of human resources in Chinese enterprises can not effectively motivate employees, which limits the enthusiasm of employees to play their potential and further hinders the promotion of core competitiveness of enterprises.
Education is not in place.
1. Insufficient investment in human capital. Strengthening human resources training is an effective means to maintain and increase the value of human capital. According to the investigation and statistical analysis of American enterprises in the 1990s, employees may get an economic benefit of $50 for every 1 USD invested. However, at present, the idea of "uselessness" in training is widespread in China business circles. Even some enterprises only regard training as an image propaganda of "enterprises are constantly pursuing progress" without actual investment. According to a survey conducted by Nanjing University of Finance and Economics, only 20% of China enterprises spend more than 3% of their total wages on training, which is far below the average training level of American enterprises by nearly 50%. Compared with the requirement that the quality of human resources in China needs to be improved in an all-round way after China's entry into WTO, insufficient investment in human capital has become a bottleneck restricting the promotion of core competitiveness of enterprises.
2. There is no perfect employee training system. A perfect employee training system is the premise to realize the training effect. However, most enterprises in China have not yet established a perfect training system, and there are still many problems in the training process, which are mainly manifested in the following aspects: first, the training content is divorced from reality, and the training content is only based on the experience of the training teacher or the feeling of the human resources department, which is seriously divorced from the actual situation of the enterprise, and the training can not promote the performance improvement of enterprises and employees; Secondly, the training method is single, most of the training is still in the "spoon-feeding" teaching method, and employees passively accept the training content, so the training effect is poor; Third, there is no training evaluation, even if some enterprises conduct training evaluation, the evaluation content is relatively simple. The lack of a perfect training system leads enterprises to spend a lot of training expenses on employee training, but the training effect is very small, which ultimately reduces the overall competitiveness of enterprises.
3. The way of retaining people is single. With the development of society and the continuous improvement of living standards, people's needs show a diversified development trend, and employees should also be encouraged in flexible and diverse ways. However, managers in our country still regard high salary as the only incentive. After enterprises pay high salary, "job-hopping" is still widespread, especially the core human resources of enterprises. The loss of core human resources in enterprises has set a huge obstacle to improve the core competitiveness of enterprises.
Third, China enterprises to strengthen human resource management path choice
(A) to strengthen the training and development of human resources
The training and development of human resources is an important task to improve the quality of employees, tap their potential and enhance the development potential of enterprises. In the process of training employees, enterprises should conform to different objects and levels, and the content of training should be consistent with the development strategy and phased development priorities of enterprises as far as possible; In the choice of methods, it is flexible and diverse, and strives for pertinence, practicality and effectiveness. Through training, we will focus on solving the following problems: (1) Change the concept, let employees establish the concepts of talent value, talent competition, talent time, talent openness and talent benefit, and form a new perspective on talent understanding, so as to solve the problems of respecting knowledge and talents conceptually. (2) accept new knowledge. This includes new knowledge of employees' work, new knowledge of their own enterprises, new knowledge of their own industries, new knowledge of related industries and cutting-edge scientific and technological knowledge, so as to broaden their knowledge horizons and achieve the effect of developing creative thinking. (3) Incorporate into the corporate culture, so that employees can gradually have a sense of identity and belonging to the enterprise. (4) Master advanced technology and management methods to improve the work efficiency and management skills of employees. (5) Cultivate compound talents, so that employees can master all kinds of skills as much as possible to adapt to the fierce competitive environment and better meet the diversified needs of enterprise development for talents.
(B) to lay a solid foundation for human resource management
First of all, according to the internal and external environment of the enterprise, the nature and scale of the enterprise, scientifically design the organization. In the design of organizational structure, we should strictly define the functions, responsibilities and powers of each organization to avoid excessive overlap. In the form of organizational design, we should choose a form that is more suitable for the rapid change of market and the continuous expansion of enterprise business, so that the organizational structure of enterprises can not only respond to the rapidly changing market, but also have greater flexibility and facilitate the adjustment of organizational structure. Secondly, scientific job analysis and job evaluation provide an objective, scientific and reasonable basis for personnel integration, training development, salary design, assessment and rewards and punishments. Third, according to the development strategy of the enterprise, do a good job in human resources planning to ensure that the enterprise has sufficient human resources support at different stages of development, and at the same time make the use of human resources management planned, economical and effective.
(C) expand communication channels and create a relaxed humanistic environment.
The division of labor in modern large-scale production is getting finer and finer, and the pace is getting faster and faster. With the wide application of information technology and the continuous expansion of virtual space, the psychological gap between people is deepening. At the same time, with the further development and mutual penetration of social culture, the communication between people has also increased, which objectively requires communication. Therefore, on the basis of fully understanding the psychological needs of employees, enterprises should carry out various activities suitable for their own cultural characteristics through the meeting system and contact person system, work out career development plans with employees (continued from page 49), discuss the development plans of enterprises with employees, and implement notification system, deliberation system, audit evaluation system and other forms for major issues to create a relaxed humanistic environment.
(D) focus on building a human resource management technology system.
Different from traditional personnel management, which mainly depends on experience management, modern enterprise human resource management depends on the construction of technical system to a great extent. The technical system of human resource management mainly includes: (1) selection and employment technology. Enterprises should develop corresponding selection and employment technologies according to different categories and levels of human resources, such as interview technology, psychological testing technology, scenario simulation technology, evaluation center technology, system simulation technology and modern evaluation technology. Through the application of these distribution centers, we can find all kinds of talents needed by enterprises, so that enterprises can really make the best use of their talents when employing people. (2) Evaluation technology. The quality, ability and contribution of employees need a scientific, objective and fair standard to evaluate, which is not only directly related to the improvement of the efficiency and benefit of enterprises, but also plays a great role in mobilizing the enthusiasm and creativity of employees. Therefore, the design of evaluation technology is very important. The key to evaluating technical design lies in the determination of standards. Therefore, enterprises should learn from the merits of their peers at home and abroad and design evaluation indicators suitable for their own characteristics. At the same time, carefully combine the evaluation results with the use, and effectively stimulate the enthusiasm of employees. (3) Salary design technology. Salary is the equivalent return of employees' labor and the confirmation of employees' economic value and social value. In salary design, enterprises should pay special attention to the differences of labor, potential, success and contribution, and pay in a reasonable way.
On the basis of comprehensive consideration of various factors, choose the salary system model suitable for this enterprise. In terms of payment standards, payment methods and payment contents, it is necessary to well reflect the values of enterprises, the functions of ensuring, encouraging and adjusting salary, and the market demand, so that the salary of enterprises can not only stimulate the enthusiasm of employees, but also enhance the competitive strength of enterprises. (4) Human resource development technology. Enterprises should carry out continuous and focused human resources training and development according to the demand for human resources at different stages of development. In view of the important problems faced by enterprises at a certain stage, the training content should be practical and targeted, and the ways and means should be diversified, and effective technology combinations should be explored to continuously improve the quality of employees and enhance the development potential of enterprises.
(5) Establish and improve the incentive mechanism for human resource management.
Employee satisfaction. Among them, effective motivation is a very important means to realize psychological needs. Enterprises should strive to build an incentive mechanism. As a system, the incentive mechanism should not only consider the selection and combination of incentive factors, incentive objects and incentive methods,
We should also consider the frequency and degree of excitation.
Ensure that incentives are fully effective. While implementing incentives, enterprises should also strengthen the establishment of a restraint mechanism, which includes strict examination, all-round three-dimensional supervision, timely rewards and punishments, dynamic personnel adjustment, namely demotion, resignation and dismissal, and effective monitoring to make employees' behavior conform to the norms of enterprises.
To sum up, enterprises only need to continuously strengthen the training and development of human resources to enhance the value of human resources; Establish a solid foundation of human resources,
Support the overall operation of human resources; Innovating the technical system of human resource management to support the development of human resource management; Create a relaxed humanistic environment and enhance the cohesion of enterprises;
Improve the incentive and restraint mechanism of human resource management, push employees and enterprises to a new level, the core competitiveness of enterprises will be continuously improved, and enterprises will be invincible in the fierce market competition.
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Summary of highlights of nurses' personal work 1
From 20 to 2000, under the correct leadership of the department director and the head