First, the meaning of strategic human resource management
In the field of strategic human resource management, there are many different views. Some scholars believe that strategic human resource management mainly focuses on the relationship between environmental factors and human resource management policies, and that the task of "adapting to the external environment" determines human resource management policies. Some scholars have pointed out that some human resources management work is strategic, including internal career planning, formal training system, result-oriented evaluation, profit enjoyment, employment security, employee participation and job description. More and more people pay attention to the relationship between various human resource management practices and organizational performance, and think that this relationship is crucial to the survival and development of the organization, so it is strategic.
We believe that strategic human resource management refers to a human resource management activity mode that starts from the strategic goal of enterprise management, engages in human resource management activities, improves the working methods of human resource departments and develops organizational culture in order to improve the overall and long-term performance of the organization. As a new human resource management model, strategic human resource management is a combination of unity and adaptability. It requires that human resource management and the overall strategy of the organization are completely unified, and the human resource policies at all levels of the organization are completely consistent. The heads and employees of various departments in the organization take the adjustment, acceptance and application of human resource policies as part of their daily work.
Second, the background of strategic human resource management
1. The trend of economic globalization
When the enterprise is in the stage of globalization, the strategy of the enterprise is based on the integration of all resources, skills and knowledge of different business units around the world and the flow of resources in the global company network. Enterprises in globalization plan their business, carry out research and development activities and carry out various commercial activities on a global scale. For example, Microsoft set up China Research Institute, Haier set up joint ventures with many foreign companies and industrial parks in the United States, many joint-stock companies went public abroad, and many domestic companies hired "foreign troops" as executives (such as Ping An Insurance Company of China) ... In a global company, any part is equal to the flow and integration of knowledge and information. It has become a strategic proposition of modern human resource management to mold the advanced management culture of enterprises, cultivate outstanding talents and use talents globally, and carry out cross-cultural management by combining globalization with localization.
2. The harsh competitive environment
The world today is facing multiple and rapidly changing competitive pressures. If an organization wants to survive and develop continuously, it must constantly adapt to these pressures. The dynamic change of organizational environment has caused more thinking of human resources management department. They should seek employees and organizational structures that can adapt to changes and then have competitive advantages, including the adjustment of their own systems, which will inevitably lead to strategic human resource management.
3. Application of modern information technology
The rapid and extensive development of computer, communication, Internet and other technologies has brought the distance between different corners of the world closer. With the rapid development of new technology, it not only improves the operation efficiency of enterprises, greatly reduces the transaction cost, but also has a great impact on the management mode of enterprises, and constantly redefines the working mode. It is the rapid development of information economy and technology that makes enterprises more and more aware of the important role of people who create and invent technology. In addition, modern human resources management, like the application of computers in various fields, also uses a lot of modern information, and the management is marked with E. The work of human resources departments gradually enjoys the same or even higher attention status as other functional departments. For example, some multinational companies publish their employees' training plans to every employee in the global branches on the company website every month, so that everyone can get what they need, upload their training needs separately, and finally form the company's global training plan for implementation.
Third, the main content of strategic human resource management
Generally speaking, strategic human resource management mainly includes the following aspects:
1. Set the strategic objectives of human resources
The strategic goal of human resources is often the concentrated expression of enterprise talent view. There are many kinds of contents of the target, and they also present many colors. For example, Microsoft pursues "attracting the best talents with the most generous policies"; Procter & Gamble emphasizes growing up and living a healthy life with employees. Levitra, the best employer in Asia, pursues employees' happy work ... These goals all reflect how enterprises fundamentally evaluate the value of employees and determine the management direction according to such values.
2. Principles of formulating human resources strategy
The common principles for formulating human resources strategy are:
(1) cost constraint principle, that is, the remuneration paid to employees is the operating cost, which should be managed through control and constraint mechanism to achieve the advantage of cost leadership;
(2) The principle of relative effect, which holds that the investment in employees should be balanced between cost and profit, and adjusted according to different situations;
(3) The principle of reasonable profit holds that investment in employees is a part of success with employees, and the growth of employees' interests can bring about the sustained growth of enterprise interests. Enterprises should not pursue profit maximization, but should pursue profit rationalization.
3. The main measures of strategic human resource management
Strategic human resource management must be carried out in practice, which is a process of coordination and change according to the specific situation of enterprises. The main measures are:
(1) environmental analysis. According to the enterprise strategy, swot analysis is carried out to determine the human resource strategy.
(2) Key work. On the basis of environmental analysis, three aspects are determined: first, the human resource management policy is determined according to the enterprise strategy and the corresponding human resource strategy; Secondly, key performance indicators (KPI) are formed through the decomposition of enterprise strategic objectives, and departmental indicators and individual indicators are obtained through the decomposition of performance indicators; Third, according to the requirements of enterprise strategy, set up the required departments and corresponding positions.
(3) Optimize development. Under the guidance of enterprise strategy and human resources policy, we will carry out various development work such as human resources search, training and cultivation, form a suitable staff quality structure, and promote the further improvement of staff quality through performance communication.
(4) Human reward. Based on the quality performance and performance evaluation of employees, the pursuit of internal fairness and external competitiveness of salary management is the most direct factor affecting employees' situation. The balanced scorecard is a new tool that is highly valued.
(5) Evaluation and adjustment. Through the analysis of staff turnover rate, employee satisfaction rate and labor cost rate, we can see the situation of human resources in enterprises and provide basis for the adjustment of human resources strategy.