The human resource management department of modern enterprises is increasingly playing the role of strategic decision-making department of enterprises, which is no longer a simple executive department only engaged in routine basic human resource management such as personnel recruitment, training, assessment and salary, nor a simple personnel management department under the traditional state-owned enterprise system. The word "human resources" is being replaced by another brand-new concept-"human capital".
As we all know, people are one of the decisive key factors that determine the success or failure of enterprise management. The talents of enterprises, like the monetary capital of enterprises, should be not only the resources of enterprises, but also the investable capital of enterprises. Because resources are dead, waiting for development, we can only dig less and less, and we can't develop more and more. However, capital is alive, and it can continue to increase in value in the process of operation and investment, and may eventually far exceed its original value. Therefore, if we look at the human resource management of modern enterprises from this perspective, we can say that people are not resources, but capital. We should "invest" people, not "develop" people. Accordingly, the truly outstanding enterprise human resource manager can no longer be positioned as the executive manager of ordinary business departments, but should be positioned as the investment decision-making consultant of "human capital" around entrepreneurs, and truly play its advanced role in providing valuable consulting services for organizational strategy.
Second, the understanding of the business level
The construction of human resources in enterprises should generally be divided into three steps.
Step one: lay the foundation. If the foundation of enterprise human resource management is weak, we must not aim too high and blindly implement some unrealistic human resource management means and tools. But in fact, starting with the establishment of enterprise personnel basic files, combining with the organizational structure to carry out a series of basic work, such as post planning, post analysis, job description preparation, etc., which is equivalent to planning the basic blueprint of enterprise human resource management system. Such planning and design is by no means behind closed doors, but must start with a deep understanding of the basic business and processes of the enterprise.
Step 2: Practice internal strength. With the good foundation laid by the first step, we should further build the core module of enterprise human resource management from the following four aspects: standardized and scientific talent recruitment and evaluation system, solid and effective employee training and appointment system, scientific and reasonable performance appraisal and evaluation system, and perfect and feasible salary management and incentive system.
Step 3: Learn the movements. Just like a martial arts practitioner, when he has a healthy body and a deep foundation of internal strength, he can learn some profound martial arts routines and moves. On the one hand, he should combine the characteristics and conditions of the enterprise, on the other hand, he should also combine the corporate culture with corporate vision and core values. Specifically, it is necessary to study how to develop talents in depth, and even how to use talents as capital for more valuable "human capital investment". At this step, the human resource manager of the enterprise has changed from the role of general to the role of chief of staff. The human resource management of enterprises will be fully revitalized, from passive implementation to active attack, and the human resource planning of enterprises will be able to truly cooperate with the strategic decision of enterprises and play its due position and role in the human resource management of modern enterprises.
In addition, human resource management is about dealing with people. People are the most complicated, although there are many human resource management tools available to human resource practitioners, such as all kinds of standard structured interview questions and questionnaires, various talent evaluation tools and talent quality models already formed in Personnel Recruitment; Another example is various tools in performance appraisal, including balanced scorecard, kpi index system library and so on. However, these tools are dead after all. How to manage the most complicated people with simple and rigid tools should be a worldwide problem. As far as my personal experience is concerned, we must not blindly worship these advanced human resource management tools with a superstitious attitude, but whether we should use them, use them or not, and use them or not depends entirely on the conditions and circumstances of the enterprise itself. At the same time, no matter how advanced the tools are, we can't ignore the complexity and uncontrollable nature of human beings. We should be good at infiltrating people's thoughts through effective communication and influencing and guiding people with cultural things, instead of simply sending out forms to force people to fill them out.
Third, the understanding of the job role.
As a qualified human resource manager, you should be a teacher in an enterprise. "Teacher, so preach, teach, and solve doubts!"
In fact, human resource managers should become the boss's teachers, sell their own scientific human resource management concepts, methods and strategic ideas to the boss, and gain the support of decision makers for their work-that is to say, teaching.
By the way, the human resource manager should be the teacher of employees, convey and explain the company's business strategy, corporate culture, corporate mission, vision and core values to employees, and devote himself to mobilizing all aspects of the enterprise and building the enterprise into a real learning organization-this is teaching.
At the same time, the human resource manager should be friends of all employees of the enterprise, care for and care for people, sincerely help each employee to solve work problems, psychological problems and even personal life problems, and gain the respect and trust of all employees of the enterprise-this is to solve doubts.