From the manager's point of view, employee relationship management mainly has nine aspects:

The first is labor relations management.

Handle labor disputes, interviews and procedures for employees' on-the-job and resignation, handle employee complaints, personnel disputes and external events.

The second is employee discipline management. Guide employees to abide by the company's rules and regulations, labor discipline, improve employees' organizational discipline, and restrain employees' code of conduct to a certain extent.

The third is the management of employee interpersonal relationship.

Guide employees to establish good working relationships and create an environment conducive to employees to establish formal interpersonal relationships.

The fourth is communication management.

Ensure smooth communication channels, guide timely two-way communication from top to bottom of the company, and improve the employee suggestion system.

The fifth is employee performance management.

Formulating scientific evaluation standards and systems and implementing reasonable evaluation procedures can not only truly reflect the performance of employees, but also promote their enthusiasm.

The sixth is employee situation management.

Organize the survey of employees' mentality and satisfaction, prevent, find and deal with rumors and slowdowns, and solve the problems that employees care about.

Seventh, corporate culture construction.

Build a positive, effective and healthy corporate culture, guide employees' values and maintain the good image of the company.

Eight is service and support.

Provide consulting services on national laws and regulations, company policies, personal body and mind, and help employees balance work and life.

Nine is employee relationship management training.

Organize employees to train in interpersonal communication and communication skills.

The highest level of employee relationship management is 1. The starting point of employee relationship management is to let employees agree with the vision of the enterprise.

The interests of all stakeholders in the enterprise are realized by realizing the same vision of the enterprise. Therefore, the starting point of employee relationship management is to let employees agree with the vision of the enterprise. Without * * * vision and * * belief, there is no premise of interest. All excellent enterprises integrate all kinds of resources, including human resources, through the establishment of * * *, and through the realization of organizational goals, the whole organization is continuously developed and strengthened, and members are encouraged to achieve personal goals.

Enterprise values define people's basic way of thinking and behavior, or what they are used to, what they can show without thinking, and once they violate it, they feel uncomfortable. Therefore, it can be said that the enterprise's values are the ethical benchmark of the enterprise, the judgment standard and code of conduct of the enterprise members, and the basis of organizational norms. With * * * the same values, members of the organization can make a consistent evaluation of a certain behavior or result from the standpoint of the organization. This kind of consistent values is not only an organizational feature, but also a symbol of thinking and behavior that distinguishes organizational members from each other.

Therefore, identifying with corporate vision and values is the premise and foundation of establishing and perfecting employee relationship management system.

2. Perfecting the incentive and restraint mechanism is the basis of employee relationship management.

An enterprise has many stakeholders, but the core goal of its establishment and existence is to pursue economic value, rather than simply satisfying the personal interests of employees. Therefore, the goal of enterprise organization and its competitive situation, and the fate of coexistence and development of enterprises and employees are the fundamental starting points for dealing with employee relations. How to improve the incentive and restraint mechanism, establish a scientific and reasonable salary system, including promotion mechanism, and make rational use of interest relations has become the basis of employee relationship management.

3. Psychological contract is the core part of employee relationship management.

In 1970s, American psychologist Shien put forward the concept of psychological contract. Although psychological contract is not tangible, it plays the role of tangible contract. Enterprises clearly understand the needs and development aspirations of each employee and strive to meet them; And employees are also committed to the development of enterprises, because they believe that enterprises can meet their needs and aspirations.

Psychological contract is composed of employee demand, enterprise incentive mode, employee self-positioning and corresponding work behavior, which are rationally determined. The thinking that psychological contract brings to our employee relationship management is:

When constructing a psychological contract, enterprises should use certain incentive methods and management means to meet, respond and guide employees' psychological needs based on their own human resources and personal demand structure, so as to urge employees to make corresponding work behaviors in return and make appropriate adjustments in incentives according to employees' responses; Employees, on the other hand, adjust their psychological needs according to their personal expectations and vision of the enterprise, determine their relationship with the enterprise, make their own career plans in combination with the development goals and their own characteristics of the enterprise, thus determining their work performance, and reach an understanding with the enterprise: personal growth must rely on the enterprise platform, and it is only empty talk to talk about the realization of employees' personal goals without the enterprise platform, which is like the relationship between the sea and the stream. The enterprise is the sea, the individual is the water, without the sea, the stream is the stream. This is the psychological contract cycle process of modern human resource management, and it is also the core part of enterprise employee relationship management.

4. The heads of functional departments and human resources departments are the first responsible persons of employee relationship management.

In the enterprise employee relationship management system, functional department heads and human resources departments are the central link between enterprises and employees. They support and cooperate with each other, and through various ways, on the one hand, they coordinate the contradiction between the interests of enterprises and the needs of employees, and improve the vitality and output efficiency of the organization; On the other hand, they improve the cohesion of the organization by coordinating the relationship between employees, thus ensuring the realization of enterprise goals. Therefore, functional department heads and human resources departments are the key to employee relationship management, and they are the primary responsible persons for implementing employee relationship management. Their working methods and effects directly reflect the level and effect of employee relationship management in enterprises.

To sum up, the problem of employee relationship management is ultimately a human problem, mainly a manager's problem. Therefore, the ideas and behaviors of managers, especially middle and senior managers, play a vital role. In employee relationship management and corporate culture construction, managers should be the representatives of corporate interests, the ultimate responsibility of group interests, the cultivators of subordinate development, the pioneers of new ideas and the supervisors of rule implementation. In employee relationship management, whether each manager can grasp his own management role and realize self-orientation, self-restraint, self-realization and even self-transcendence is related to the success or failure of employee relationship management and the construction of an excellent corporate culture.