In the traditional organizational control system, as a part of mechanized production, people's subjectivity and initiative have not been fully valued, and to a large extent, they only passively accept production instructions and engage in established operations. Under the rule of this management consciousness, "people" are usually regarded as production tools, rather than resources with unlimited potential. With the infiltration of modern culture into the field of management, the concept of "management lies in employing people" has gradually taken root in people's hearts, and correspondingly, the conflict with traditional personnel systems such as annual salary system and lifelong employment system has intensified. The renewal of ideas urgently needs system innovation, and a brand-new personnel system is needed to respond to it, so as to achieve more effective management.

As a living resource, people's development and utilization are of vital significance to enterprises. People-oriented is not only the way of management, but also the essence of modern management thought. Therefore, the core of human resource management is to continuously develop and upgrade human resources, make them adapt to the developing material and technical foundation, and give full play to human nature in this process. So, what does people-oriented include?

First of all, people-oriented needs to pay attention to people's basic needs, including material needs and spiritual satisfaction. The amount of material welfare is the degree of recognition of employees' work. Reasonable and fair distribution and reward and punishment mechanism is an effective yardstick for employees to measure their own work quality, and it is also an external force to motivate employees to work hard. However, it is not enough to rely solely on the promotion of economic interests. Stimulating people's inner sense of honor and disgrace and self-motivation will meet people's high-level needs more effectively, thus giving play to people's inner and lasting motivation. Therefore, while meeting the basic economic needs, managers should shift the focus of management to the inner needs of employees, that is, the needs of respect and self-realization, and strive to achieve the dual goals of common development of employees and enterprises.

Secondly, we must create a superior talent training environment. In other words, employees should not only combine development, but also allocate human resources according to the principles of matching with the working environment and consistent with the development of enterprise goals, as well as the principles of fostering strengths and avoiding weaknesses and corresponding energy levels. More attention should be paid to training development and usability development. On the basis of strengthening on-the-job training and on-the-job training, we will carry out improved training and practical development, and pay attention to the cultivation and exercise of employees' management innovation ability, moral self-discipline, social adaptability and role transformation ability, so that employees, especially talents, can be fully cultivated and developed, which complements the progress of enterprises.

Third, the transition from a clear job definition to a vague job definition. People-oriented requires managers to attach great importance to employee development as an important part of realizing the future of the organization. This questions the traditional clear definition of work, because clear work boundaries help to clarify their respective responsibilities and conduct performance appraisal, but to some extent, they constrain the initiative of employees and create obstacles to the coordination of work among organizations. On the contrary, fuzzy job design has great flexibility, giving employees appropriate freedom within the overall goal of the organization and encouraging them to develop from following the rules to bold innovation. Here, employees further become the main body of the enterprise and their own masters, and further express their values and value pursuits.

Fourth, enterprises should set the goal that all employees should work together. People-oriented, as a human resource management system, is actually a kind of enterprise culture construction, that is, from a deeper perspective, it is to strive to shape the interests and values of enterprises and employees. Some foreign enterprises have put forward such a slogan, "Enterprises strive for the development of employees", which may potentially indicate that in the future development of modern enterprises, employees can no longer be regarded as vassals of enterprises, and the use and development of employees should first be for the development of employees, and on this basis, for the development of enterprises. This is a fundamental change in management philosophy and enterprise value pursuit. It is not only a beautiful slogan, but also a great role and even a decisive force of talent capital in the information age. In this historical background, people-oriented is always impacting the traditional system construction, and new management methods, means and principles are constantly being given.

Finally, it is pointed out that with the development and progress of science and technology, human civilization is increasingly combined with machine civilization, and employees in enterprises are increasingly working for equipment, forming a cold machine "black hole" in management, and it is more necessary to return to the ultimate concern for life and establish and maintain the internal relations and value chain of enterprises. People-oriented is more and more important.