The Trend and Innovation of Human Resource Management

2/kloc-0 At the beginning of the century, human society entered the era of knowledge economy after industrial civilization. With the rapid development of high technology, the wide application of information technology, the increasing popularity of the Internet and the trend of global economic integration. With the arrival of the new era, the development and utilization of human resources play a decisive role. Human capital has surpassed material capital and natural capital, and become the most important factor of production and social wealth, and the source of economic and wealth growth. The competition for human resources and the cultivation of innovative talents have become the focus of attention of enterprises and social organizations at all times. At present, people's understanding is still limited by old ideas, old systems and old practices in some aspects. Only by carrying out reform and realizing human resource management innovation can talents grow rapidly and give full play to their talents.

To implement the innovation of human resource management, we must first return the functions of human resource management department to the straight-line management department. This is because the organization and management mode of enterprises is the rapid change of the market. On the one hand, they form a group, on the other hand, they are divided into many independent and self-financing cost profit centers. These centers are independent not only in finance and production, but also in personnel. This means that the parent enterprise of this subordinate enterprise is established, and the functions of the human resource management department are hierarchical and decentralized downward, which leads to complexity.

Secondly, we should divide the functions of human resource management. The functions of human resource management can be summarized in four aspects: human resource allocation (including planning, recruitment, selection, employment, deployment, promotion, demotion, job transfer, etc. ), training and development (including functional training, potential training, functional career management, organizational learning, etc. ), wages and benefits (remuneration, rewards, etc. ), and system construction (organization design, job analysis, employee relations, employee participation, etc. These functions are interrelated and were initially managed by the personnel department. Now, due to changes in the internal and external environment, such as the development of social special services, these functions have also been divided. Some functions are transferred to the social service network, and some functions are divided among different levels of organizational departments to achieve the best management in a specific environment and reduce costs.

Third, highlight the strategic management and institutionalization of human resources. Human resource management must focus on strengthening management from a strategic height and institutionalization, emphasizing the exploration and exertion of the energy of human resources, enhancing the cohesion of organizations and groups, enhancing the sense of mission of personnel, and ensuring the realization of organizational goals.

At the same time, human resource management should be flexible and flat. The so-called flexibility means that in the new era, the cultural quality of workers is improving day by day, the knowledge gap between leaders is narrowing day by day, the whole labor market is two-way, and the relationship between employers and employees (organizations and employees) has gradually evolved from "contractual relationship" to "Covenant relationship". The original pyramid-like rigid management and step-by-step flexibility, that is to say, it is increasingly difficult to work with the original command method, and it is increasingly difficult to maintain authority by rights. At the same time, with the networking of information, everyone can be on an information platform, which has changed the situation that information was distributed step by step in the past, with more information above and less information below. In this case, management has new characteristics: internal is more important than external, psychology is more important than physics, example is more important than teaching, affirmation is more important than negation, and motivation is more important than control.

The flexibility of management has brought about the flattening of organizational structure. The original leadership instructions were issued step by step, and the grassroots feedback was reported step by step. There is more high-level information and less low-level information. The distribution of information determines the size of rights. However, the multi-layer organizational form constructed from this will easily lead to slow response and missed opportunities in the case of high-speed information transmission, fierce competition and rapidly changing market. Therefore, streamlining the middle level and flattening the organization have become a trend, such as implementing a matrix organizational structure. The establishment of cost profit centers at lower levels is also to adapt to this change.

The flexibility and flattening of the whole organization management will inevitably lead to the flexibility and flattening of human resource management. Therefore, we must adapt to this trend, absorb new ideas, methods and contents of management, carry out reform, and implement model innovation and system innovation.

To implement the reform and innovation of human resource management, managers should first change their ideas and get out of the traditional misunderstanding.

First of all, the human resource management department should step out from the traditional work mainly engaged in personnel administration and affairs, and put the development of human resource ability and recruitment of talents in a strategic position as the top priority of the work. Improve the professional quality and ideological level of human resources managers, and build the human resources department into an office for personnel management and a staff member for leading bodies to implement talent strategy.

Department.

Second, we should break away from convention to discover, select and train outstanding talents. First of all, it depends on the level of talents, and we can't just understand talents as top managers and top technicians. Sometimes, the lack of middle-level and grassroots talents seriously hinders the development of the cause. However, we should also see that outstanding innovative talents are the focus of talent competition at any time. Therefore, we must have a comprehensive understanding of talents. Secondly, the evaluation of talents should not be based only on academic qualifications and degrees. We must judge whether we are qualified for our posts and innovative according to practice, but we can't blame talents. Thirdly, to attract talents, we should not only rely on external introduction, but also pay attention to internal discovery and training. In short, the understanding of talents should go out of the one-sided misunderstanding.