Everyone has his own unique ability model and personality characteristics, and some specific occupations need people with specific ability model and personality model to serve. According to the characteristics of work and people, put the right person in the right position, and achieve this goal to complete the matching of people and posts.
On the one hand, this requires us to do a good job of analysis. Job analysis should systematically analyze the nature, environment, responsibilities and conditions of staff, and clearly answer questions such as "what kind of work" and "what kind of person". On this basis, the recruitment and selection criteria can be determined. With clear and operable standards, people and posts can be matched in various ways.
On the other hand, this requires us to accurately distinguish human characteristics. People's characteristics (ability and personality, etc.). ) is measurable. Evaluating people's characteristics through objective and standardized tests, interviews and evaluation center technology can effectively improve the effect of job matching and reduce costs. Of course, the premise is to choose the correct evaluation method and corresponding tools.
Give it to me! ! ! I typed so many words, I am a professional.
Question 2: The interviewer was asked how to understand the position of human resources. It is not popular to say "choose to stay" now. You can tell the interviewer that the three-pillar model is a popular human resource management model, that is, the driving force of strategy, the support of business and the influence on employees, which makes HR truly become a promoter, leader, business partner and HR business expert of change.
I didn't know that before. It was the Red Sea ehr consultant who taught me that hr should be transformed, not just doing things.
I hope it helps you.
Question 3: How to understand the roles of human resource managers and human resource management departments? Reprint the following information for your reference.
Roles and responsibilities of human resource managers
Six-element model originated from the study of global HR (human resource management) quality model.
First, human resource managers must first become experts, that is, they must have certain professional skills and know how to use systems and tools to implement human resource management.
Second, human resource managers should become business partners. You should provide human resources and process improvement support for the company's business operation, solve people-related problems in business operation, thus promoting business development and becoming a business partner.
Third, the HR manager should be the employee's server. Human resource managers should be responsible for both shareholders and employees, so any human resource manager must have the ability to balance various related interests in the whole value judgment system. In the past, professional managers were only responsible for shareholders, but now they must stand among shareholders, customers and employees and provide systematic HR solutions for enterprise development from a multi-dimensional perspective.
Fourth, human resource managers should be the agents of change. The change of an enterprise's organization and process, from a deep level, is the change of people's thinking mode, people's values and people's behavior concept. The implementation of change needs to rely on the innovation of human resources system to promote, so in the enterprise reform, human resources managers should change participation into promotion.
Fifth, human resource managers should become knowledge managers. From the development trend of foreign human resources, we can see that strategic human resources management is knowledge management. If human resources want to be transformed into the core competitiveness of their own enterprises, they ultimately depend on knowledge, so the transformation process of human resource management lies in the storage, application and innovation of knowledge. Knowledge management has become a very important concept of human resource management. Knowledge management is combined with organizational learning, enterprise informatization and enterprise innovation. How to combine human resource management with the whole knowledge system has become an important topic for the future development of human resources.
Sixth, HR managers should become leaders. The so-called leadership does not mean that the HR department should be a leader, but that you should enter the strategic level, become a strategic partner of the enterprise and become a guide.
Question 4: How to understand the human resource management of "human resource is the first resource" refers to the training, organization and rational allocation of human resources by using modern scientific methods, so that human resources and material resources can always maintain the best ratio, and at the same time, people's thoughts, psychology and behavior can be properly induced, controlled and coordinated, so as to give full play to people's subjective initiative, make people give full play to their talents, get their place, get their place, and achieve organizational goals. According to the definition, human resource management can be understood from two aspects, namely 1. Human resource external factor management-quantity. The quantitative management of human resources is to properly train, organize and coordinate human resources according to human and material resources and their changes, so that the two can always maintain the best proportion and organic combination, so that people and things can give full play to the best effect. 2. The intrinsic element of human resources-quality management. Mainly refers to the use of modern scientific methods to effectively manage people's thoughts, psychology and behavior (including the coordination, control and management of individuals and groups' thoughts, psychology and behavior), and give full play to people's subjective initiative to achieve organizational goals.
Development history
Human resource management is a new discipline that appeared in the late 1970s. Although the history of human resource management is not long, the thought of personnel management has a long history. In terms of time, from the industrial revolution at the end of 18 to the 1970s, this period was called the traditional personnel management stage. Since the late 1970s, personnel management has given way to human resource management.
Personnel management stage
The personnel management stage can be divided into the following stages: scientific management stage, industrial psychology stage and interpersonal relationship management stage. (A) the scientific management stage in the early 20th century, with Friedrich? For example, Taylor and others founded the school of scientific management theory, which promoted the large-scale popularization and development of scientific management practice in the United States. Taylor put forward the "piecework wage system" and "hourly wage system", and put forward the implementation of labor quota management. 19 1 1 year, Taylor published the book Principles of Scientific Management, which laid the foundation of scientific management theory, so he was called "the father of scientific management" by western management scholars. (2) Hugo, a German psychologist in the stage of industrial psychology? The research results of psychologists such as Munster Berg have promoted the scientific process of personnel management. Hugo. Munster Berg's Psychology and Industrial Efficiency published in 19 13 marked the birth of industrial psychology. (III) Interpersonal relationship management stage 1929 Mayo, a professor at Harvard University in the United States, led a research team to the Hawthorne factory of Westinghouse Electric Company in the United States for nine years, which really kicked off the study of human behavior in organizations.
Human resource management stage
The stage of human resource management can be divided into two stages: the proposal of human resource management and the development of human resource management. As early as 1954, the concept of "human resources" was introduced by Peter? Drucker put forward and defined it clearly in the book Management Practice. Since 1980s, the theory of human resource management has become more and more mature, further developed in practice, widely accepted by enterprises, and gradually replaced personnel management. In 1990s, the theory of human resource management developed and matured. People pay more attention to how human resource management serves the strategy of enterprises, and how the role of human resource department changes into the strategic partnership of enterprise management. The presentation and development of strategic human resource management theory indicates that modern human resource management has entered a new stage.
Human capital management stage
Manage people as a kind of capital. People participate in production activities as capital and have the following characteristics: 1. Human capital can generate profits. 2. People can appreciate naturally as capital. 3. Investment in human capital can generate profits. 4. People participate in profit distribution as a kind of capital.
Humanistic management stage
People-oriented management is to regard people as the most important factor in business activities and should be considered first. In the enterprise, the "God status" of customers is replaced by employees. People-oriented management philosophy is that when enterprises meet the needs of employees (such as working environment, salary, respect, etc.). ), the work efficiency and creativity of employees will be greatly improved, and they can make more contributions to the development of enterprises.
Human resource management structure
Based on human resource planning and employee management system, it is reflected through specific production and operation processes.
Manpower >>
Question 5: What is the understanding of human resource management? 1. Conceptually speaking, human resource management is the sum of systems, decrees, procedures and methods for effective development, rational allocation, full utilization and scientific management of human resources.
Secondly, from a practical point of view, human resource management is to effectively use relevant human resources inside and outside the organization under the guidance of economics and humanism through management forms such as recruitment, selection, training and salary, so as to meet the current and future development needs of the organization and ensure the realization of organizational goals and the maximization of member development.
Third, the popular point of human resource management is to regard human resources as a kind of resources, just like gold, silver, diamonds and other resources, and realize the maximization of value distribution and utilization through carving techniques (namely recruitment, training, salary management, performance management, corporate culture, etc.). ).
Above, the shortcomings still hope to be supplemented.
Question 6: How to understand that job analysis is the basic work of human resource management? Reprint the following information for your reference.
Job analysis is the basis of human resource management.
1, job analysis provides a basis for human resource development and management activities.
1) Job analysis provides necessary information for human resource planning;
2) Job analysis provides clear standards for personnel recruitment;
3) Job analysis provides a clear basis for personnel training and development;
4) Job analysis contributes to scientific performance management;
5) Job analysis lays the foundation for formulating a fair and reasonable salary policy;
2. Job analysis is the basis of realizing organizational functions.
1) Through job analysis, it helps employees to reflect on and examine their work content and behavior, thus helping employees to consciously and actively find problems in their work and successfully realize the contribution of their posts to the organization;
2) In the process of job analysis, the human resource manager can fully understand all the important business links and business processes of the organization, which will help to truly raise the human resource management function to a strategic position;
3) With the help of job analysis, we can find the phenomenon of overlapping responsibilities and vacancy of responsibilities among posts, and improve the synergy of the organization by adjusting posts in time.
Question 7: How to understand "managing people" in human resource management? First, correct it. There is no "manager" in human resource management. The human resources department is the strategic partner of the enterprise and the service department. The so-called "manager" exists in any department of an enterprise. If we say how to understand "managing people" in enterprise management, I personally think that modern enterprise management should be how to mobilize employees' personal initiative and let them manage themselves spontaneously, with encouragement and care as the mainstay and punishment as the supplement (absolutely indispensable). For example, I know a company that stipulates that sales staff must work until 9 pm. In fact, I can understand the boss's intention, but the actual effect of this management is that all employees are idle until 9 pm, and they are exhausted every day. Can they work better the next day? As a result, they have left their jobs. In fact, the power of example is infinite. If a company really shows an excellent salesperson, performance and corresponding salary, you don't want them to work overtime. Whoever wants to watch others earn 10 thousand, I will earn 2 thousand. In the final analysis, it is basically a corporate culture issue. Your question is a bit general. If you don't understand, you can ask in more detail.
If it is a thesis, I will start with corporate culture, which is also my recent experience. The management of any enterprise is based on corporate culture. In fact, all management details can reflect cultural characteristics. Corporate culture is more an extension of the boss's personal culture. Corporate culture can't be static. We should have a scientific concept of development and keep pace with the times. Because different stages of enterprise development reflect different management priorities, of course, there must be different corporate cultures. In the final analysis, the boss should keep pace with the times, otherwise, it is difficult for enterprises to develop and survive.
Question 8: How do you understand human resources? Human resources have two parts. One is a department in the factory, which specializes in recruiting employees needed in the factory. The other is the so-called intermediary, which at best is to find satisfactory personnel for the factory to go to work and then pay the fees. Or give you a certain fee and find you a satisfactory job.
Question 9: How to understand the effective motivation of the quantity and quality of human resources to the characteristics of knowledge workers?
In the information economy era of 2 1 century, the core of human resource management is knowledge management. With the shift of focus, people began to re-study the important object of human resource management, and a new "triangle" appeared in this field. The so-called new triangle, that is, knowledge-based employees, knowledge-based work design and knowledge-based work system, has become the core object of future enterprise human resource management research. Here, the author only selects "knowledge workers" as the focus of analysis, trying to explore how to effectively motivate them from their own characteristics.
Keywords: psychological cost of knowledge workers' motivation
Definition of the concept of "knowledge worker"
As early as the 1950s, Peter? Professor Drucker once put forward the concept of "knowledge worker": a knowledge worker refers to a person who grasps and uses symbols and concepts and works with knowledge or information. On the one hand, such employees have strong knowledge learning and innovation ability, on the other hand, they can make full use of modern scientific and technological knowledge to improve work efficiency.
Analysis on the characteristics of "knowledge workers"
Analysis of Psychological Characteristics of Knowledge Workers
Compared with ordinary employees, knowledge workers have a strong desire to realize their self-worth. They are more enthusiastic about challenging and creative tasks, and try their best to pursue perfect results, eager to fully display their talents and realize their self-worth.
Knowledge workers with strong personality are not only smart and proficient in their own majors, but also most of them have outstanding personality and very personalized thinking and behavior style.
Attach great importance to achievement motivation and spiritual motivation. In the incentive structure of knowledge workers, the proportion of achievement incentive and spiritual incentive is far greater than that of material incentives such as money. They are more eager to see the results of their work, and think that the quality of the results is a proof of work efficiency and ability. Moreover, due to the high concern for self-worth, knowledge workers also pay special attention to the evaluation of others, organizations and society, and strongly hope to be recognized and respected by society.
An analysis of the ability characteristics of knowledge workers
Most knowledge workers with corresponding professional expertise and high personal qualities have received systematic professional education, higher academic qualifications and mastered certain professional knowledge and skills, so most knowledge workers have high personal qualities.
Excellent innovation ability and innovation are the most important characteristics of knowledge workers. Knowledge workers are not engaged in simple repetitive work, but give full play to their personal qualifications and inspiration in a changeable and incomplete system, respond to various possible situations, promote technological progress and constantly update products and services.
Knowledge workers with high work autonomy rely on their own professional knowledge, use their brains to think creatively, and constantly form new knowledge achievements. Therefore, knowledge workers put more emphasis on self-guidance and self-management in their work, and they often show strong autonomy in their work.
Analysis on the characteristics of knowledge workers' work and work behavior
It is difficult to supervise and control the working process. Knowledge workers are engaged in creative knowledge work in a changeable and uncertain environment, and their work process often has no fixed flow and steps, but shows great randomness and subjective dominance.
It is difficult to directly measure and evaluate the achievements of knowledge workers. Work results often appear in the form of ideas, creativity, technological inventions and management innovations, and the formation of many knowledge innovations and scientific research achievements requires teamwork. Therefore, it is usually impossible to measure the work achievements of knowledge workers, especially individuals, with general economic benefit indicators.
Analysis on the characteristics of knowledge workers' mobility
Frequent Resignation According to the investigation of the reasons for leaving Harvard Business Management Consulting Company, "I want to try a new job to cultivate other specialties" is listed at the top of many reasons. The shortening of knowledge elimination cycle accelerates the flow of knowledge workers. However, the motivation of knowledge workers to pursue self-appreciation makes them have a higher willingness to flow. At the same time, many enterprises continue to develop human resources outside the enterprise, which also accelerates the flow of knowledge workers from one side.
Diverse ways of flow With the increasing frequency of talent flow, its ways of flow are also emerging one after another. Such as examination system, exchange system, preferential system, rotation system and so on.
Unbalanced mobility Due to the unbalanced development of the world economy, many talents from developing countries or regions flow to developed countries or regions, and the increase in the proportion of knowledge workers immigrants has become a problem in recent years. & gt