Abstract: The development of human resources is an investment behavior of enterprises, which can provide the needed professionals for the development of enterprises, and at the same time, it will also produce development risks. Because it is a long-term systematic project, it is necessary to determine the talent development plan according to the development strategy of the enterprise, optimize the system construction, improve the implementation effect, and effectively reduce the development risk.
Keywords: human resources investment risk planning
From the perspective of economics, the development of human resources in enterprises is a question of the ratio of investment and income. Enterprises will face a series of risks when investing in human resources development. Of course, enterprises invest in human resources to maximize profits. Therefore, when developing human resources, enterprises will evaluate the risks and benefits of investment to the maximum extent, and then take corresponding measures to reduce risks and maximize profits.
First, the risk of enterprise human resources development
Human resource development is also an investment in enterprises. Since it is an investment under the market economy, there will inevitably be a series of risks. Generally speaking, the risks in the process of human resources development are mainly employee turnover and inefficient or ineffective development.
(A) the loss of core employees
The biggest risk consequence of enterprise human resources development is the loss of core employees and backbone employees, whose departure takes away the knowledge and technology needed for enterprise development, especially the departure of senior managers is often accompanied by the loss of an elite team of enterprises, and at the same time, due to job vacancies, it will affect the normal production and business activities of enterprises; It will also have a greater negative impact on morale, reduce production efficiency, and lead to employees not cooperating with the subsequent human resources arrangements of enterprises. For some core employees who have mastered enterprise technology and customer information, their loss will bring greater threats to the market competition of enterprises.
(b) Inefficient or ineffective development
The purpose of human resources development is to improve the comprehensive quality of employees, and providing corresponding employees for the development of enterprises is a win-win process for enterprises and employees. Enterprise human resources development has not reached the expected goal, or the knowledge and skills of employees have not been improved; Or the transformation of development is not in place, and employees do not use the knowledge and skills they have learned to serve the enterprise, which will cause losses in economy, time and market resources. Employees who have not obtained the corresponding knowledge and skills requirements will be affected. The direct economic loss can be measured by the development cost, while the indirect economic loss and other losses cannot be accurately measured, but it can be indirectly reflected by the changes in the production and operation indicators of enterprises such as employees' work attitude and work efficiency before and after development.
Second, the causes of enterprise human resources development risks
(A) the risk of the external environment
Due to the long development cycle of human resources, the external environment in which enterprises are located is changing rapidly, which has strong uncertainty. In the process of formulating and implementing human resources development plans, enterprises will always face the influence of factors such as policy norms and management, update and reform of knowledge and technology, change and adjustment of industries, competition of talents and so on. If enterprises do not seriously study the changes in the external environment, and on this basis, timely adjust the human resources development strategy, it will lead to development lag or development.
(b) Zero development risk
Zero development refers to the practice that enterprises do not invest in the vocational training and development of employees. Due to the influence of subjective and objective factors, many enterprises only organize pre-job training for employees, without considering the post-job training and development of employees. Some entrepreneurs tend to shift the development costs to the society and employees, make predatory use of employees, and only pay employees labor remuneration, regardless of their career development and personnel structure optimization. More people tend to recruit from the external talent market, employees' work skills have not been improved, the corresponding work efficiency will be directly affected, employees' sense of occupational crisis will be strengthened, their sense of identity with enterprises will be weakened, and unstable factors will be formed. This kind of management behavior under the guidance of zero development concept is difficult to provide corresponding human resources protection for enterprises.
Improper human resources planning
In an enterprise without a human resource development plan, the development of employees is an unconventional work, showing the characteristics of temporality and simplification. As a result, the allocation of human resources will enter an unconventional situation, and the problem of talent supply and demand gap will be difficult to solve, which is not conducive to enterprises to actively and flexibly respond to changes in internal and external environment. The common problem in talent development planning is the blindness of development and the lack of comprehensive and systematic development content, which has no guiding significance for practical work. At present, most enterprises have the problems of emphasizing training over development and short-term over long-term. The single means of development and the lack of overall development deployment lead to unclear career direction of employees. When selecting development projects, the technical conditions, changes in business environment and unclear purpose are not fully considered, and the developed knowledge and skills cannot meet the needs of enterprise development.
Compared with the risk of zero development, another extreme practice of enterprise human resources development is to think that development is omnipotent and managers are eager for quick success and instant benefit. They hope to get an elite team once and for all through one or two development projects. When they plan, they do not consider the needs of the actual development stage of the enterprise, the specific situation of the development target and other factors. The development goal is too ambitious and unrealistic, and it will make employees face greater pressure if they rely entirely on the wishful thinking of managers to enforce it.
(d) Inadequate implementation of human resources development
In the whole process of development project implementation, we will encounter various difficulties that affect the project implementation, such as the contradiction between working time, personal time and development time; The conflict between development and innovation and resistance to change; Changes in other environment and conditions, etc. If the above problems are not fully considered and adjusted in time during the project implementation, it will affect the normal process of the project, make the whole work deviate from the expected development goals, and lead to low development efficiency or ineffectiveness. The main problem in the implementation is that the coordination and control between planning and implementation are not in place, which also reflects to some extent that the work attitude and professional skills of the implementers have not met the relevant requirements.
(E) Lack of internal growth channels
In addition to improving employees' knowledge and skills, human resources development should also clarify employees' career development goals, which can effectively stimulate employees' self-transcendence potential. After developing knowledge and skills, employees will consciously and actively study and explore in more specialized and refined fields, thus generating higher-level pursuits. Correspondingly, there will be more opportunities to improve the overall quality and a stage to display talents. I hope that my value will be recognized in terms of salary, jobs and working conditions. If managers do not pay attention to the changed needs of employees, there will be no clear career development plan in the enterprise, and employees' self-pursuit for further development and improvement will be restrained. Long-term disappointment, the result is either resignation to seek better development opportunities, or employees are depressed and lose their persistence in pursuing their personal ideals. This result will also have a demonstration effect on other employees, which will make them doubt the human resources development of the enterprise and be dissatisfied with the human resources policy of the enterprise, making it more difficult to carry out the later development work.
Three, enterprise human resources development risk prevention measures
(A) to develop effective human resources development planning
A good plan should be clear, systematic and dynamically adjustable. The development goal should clearly point to the strategic development direction of the enterprise and reserve professional talents in advance for the development of the enterprise; System integrity should consider the requirements of development content and time. In terms of content, we should develop vocational skills in a planned way according to the needs of enterprise development planning. In terms of time, the training of an employee should be combined with his own career planning, carry out long-term development, and provide targeted development projects at different stages of career development. Dynamic regulation means that managers should pay close attention to the changes of main factors such as business environment, technical environment, talent supply and demand, and development objects, and adjust the objectives, contents, steps and objects of development projects to ensure the development effect.
(2) Sign human resources development contracts to protect the rights and interests of enterprises.
After determining the development goal, the enterprise shall sign a development contract with it. Contract terms generally include the content, form and time of formulation, as well as the rights and obligations between the enterprise and employees. In order to prevent employees from seeking another job after improving their professional skills, the contract should indicate the service time of the developed employees in the enterprise and the economic responsibility after breach of contract, and impose double constraints on employees from discipline and economy. If employees leave their jobs, enterprises can also get some economic compensation and reduce their investment losses. An important clause in the development contract is the non-competition clause. If there are no relevant provisions in the employee employment contract, the content of non-competition in the development contract must be signed with the core employees who have mastered the business secrets to protect the rights and interests of the enterprise. When the core employees leave their jobs, they infringe on the business secrets of the enterprise and can be protected by legal means.
(C) Pay attention to the talent pool
Managers should make a good talent reserve in advance, which can effectively prevent the job vacancies after employees leave their jobs from bringing confusion to their work. Set up a work team within the enterprise to avoid the situation that individuals control a work item, so that the work will not be interrupted because of the departure of individuals; In addition to team building, we should also pay attention to the echelon construction of talents and form a talent reserve in the same position through the mentoring system. When the personnel of the first echelon leave, the personnel of the follow-up echelon can be quickly replenished to ensure the smooth progress of the work. Managers should pay attention to updating the concept of employing people, handle the relationship between talents being used by me and being owned by me, actively explore various flexible employment mechanisms, establish a talent information base, get in touch with relevant personnel quickly when necessary, and solve the personnel gap of enterprises under different circumstances by hiring part-time and short-term workers.
(4) Strengthening the construction of corporate culture and management system.
By strengthening the construction of corporate culture and supporting systems, we can form a value system advocated by enterprises, give incentives from the spiritual level, enhance corporate cohesion, guide employees' behavior, and reduce turnover rate. Enterprises can establish internal competition mechanism, change the talent selection mode mainly decided by superiors, prove their strength by their own talents through "horse racing", and provide an "arena" for employees to display their talents and broad career development space.
(five) to improve the professional level of professionals.
Without the job security of professionals in the human resources management department, enterprises cannot effectively develop human resources. The professional level of these professionals will directly affect whether the planning is reasonable enough, whether the implementation of relevant systems is standardized, and whether the development project can be effectively implemented. Developing them, especially updating relevant professional knowledge and skills, is the top priority of enterprise human resources development.
refer to
Zheng Meiling. On the development of human resources in China [J]. Science and Technology Information Development and Economy, 2007, (3).
[2] Yue Zhen. Independent innovation and human resources development [J]. Journal of Suzhou Institute of Education, 2006, (2)