Human resource management is an important problem faced by modern enterprises. How to effectively develop and manage the human resources of enterprises is a strategic issue related to the survival and development of enterprises. At present, there are problems and contradictions in human resource management in enterprises. In order to effectively solve these problems and contradictions, we must adhere to the people-oriented thinking, establish a scientific employment mechanism, carry out employee career design and human resource planning, optimize recruitment strategies and strengthen organizational training. Create a harmonious corporate culture.
With the advent of the era of knowledge economy, the competition among enterprises is highlighted as the competition for talents. American Business Weekly pointed out in the topic "Companies in 2 1 century" in 2000: "The economy in 2 1 century is a creative economy, and creativity is the source of wealth and economic growth." Where does creativity come from? The source of creative talents, talents are the first resource. The level, quality and morale of employees have become the basis for the survival and development of enterprises. Only when companies are superior to competitive human resources and give full play to their intelligence can they win in the competition and maintain their advantages. Therefore, business development and human resource management are increasingly becoming the most important factors for enterprise development.
Human resource management of small and medium-sized enterprises
1 The leaders of small and medium-sized enterprises have a wrong understanding of human resource management.
Although most business leaders are ordinary talents, due to the limitation of professional background and human resource management activities, they lack understanding of the strategic value of human resource management, which is equivalent to traditional personnel management and transactional activities, and have no special professional knowledge. Due to the deviation of leaders' understanding, many enterprises do not attach importance to human resource management, and the strategic business decisions and activities of human resource management lack organization and effective protection. Many small and medium-sized enterprises don't even have human resources management departments or offices, and even if they come from other departments and human resources management departments, their work content is limited to administrative work such as recruitment, salary distribution and record keeping.
Small and medium-sized enterprises with irregular employment mechanism often attach importance to people's qualifications and despise people's ability in talent selection; Attach importance to people's stability and despise people's creativity. It is difficult for high-quality talents to stand out, which leads to a lot of idle waste of human resources. This is not worthwhile, cronyism, the use of cadres "can not go up and down" employment mechanism, the selection, use, assessment objectives, methods and means of enterprise cadres, there are often some defects, especially in small and medium-sized state-owned enterprises, the use of administrative models to select talents, the influence of people's subjective factors, the vague ability and ability, leading to high quality, innovation and brain drain.
Many small and medium-sized enterprises do not pay enough attention to human resource planning, mainly for actual needs. Not in the talent strategy library. Due to the lack of effective planning, overstock of personnel and shortage of personnel in enterprises, many jobs cannot be sustained and effective. Knowledge, ability, the formation of a special path, as well as personal growth experience, education, mental model have a lot to do. The ability and creativity of employees are difficult to replicate, so a serious lack of qualified personnel positions will often bring huge losses to the company. According to the data obtained. It takes at least two months for the core employees of loss-making enterprises to find new suitable candidates with four months' salary, and three to six months' training time for new employees to adapt to the work and play a role. This price is the rapid development of enterprises, which may be fatal.
Enterprise recruitment can improve the recruitment of excellent ideal employees and effectively reduce the management cost and difficulty, which is the core task of human resource management. However, in reality, many small and medium-sized enterprises have no methods in the recruitment process, especially lack of theoretical guidance in recruitment and selection, which largely depends on recruitment experience and lack of well-designed interviews. Mainly consider the qualifications, experience and qualifications of conceptual candidates, and candidates are not very concerned about motivation, attitude and organizational culture. This has brought great difficulties to the management of employees.
Fifth, the training mechanism is not perfect.
At present, the training and human resource management departments of small and medium-sized enterprises are usually independent, and all business departments generally hold short-term training courses. This kind of training is limited to on-the-job training and often focuses on the present. From the point of view of never developing, the development of human resources management department and culture of an enterprise meets the needs of the future development of the enterprise and has the planning ability of potential core technicians and managers. From the perspective of human resource management of small and medium-sized enterprises, it is not discussed whether workers are suitable for their own quality and business development needs. Not to mention the talent pool.
6 Lack of career planning and management
At present, most small and medium-sized enterprises don't have the concept of personal career planning for employees, and they don't realize the investment value of talent career management. There is an obvious information asymmetry between employees and human resources management departments, so it is impossible for employees to know all the positions in the enterprise. I can't know what conditions are needed for each operation and what conditions are needed to meet my own needs. This information asymmetry makes employees unable to see their future development in the enterprise. A direct result of employees' low enthusiasm is to stifle their potential and it is difficult to improve their overall quality.
7 Lack of effective incentive mechanism
Since the reform and opening up, the distribution system of small and medium-sized enterprises has been greatly improved, but there are still many problems. At present, although the company has achieved remarkable autonomy in distribution, due to the shackles of traditional concepts, lack of scientific and systematic distribution methods and strict assessment, lack of energy, the implementation of wage policy, especially the unresolved problem of state-owned small and medium-sized enterprises eating "iron rice bowls", has not been promoted, and the treatment has been done well, which is manifested in the inconspicuous wage distribution and serious egalitarianism. For some knowledge workers, it is difficult to attract and retain high-level talents without a diversified and multi-level incentive design, and it is difficult for personnel and service personnel to exert their initiative and creativity.
Decoupling of Human Resource Management and Corporate Culture in Eight Enterprises
The core of corporate culture mainly refers to ideas? Unify enterprise, consciousness, spirit, belief and values. The formation of enterprise core values implied by enterprise culture and management concept? Personality plays a vital role in the business activities of enterprises. At present, the culture of small and medium-sized enterprises in China is reserved for leaders to shout slogans, put up a few slogans and engage in some games and sports activities, so as to look forward to it. The fundamental reason is that the corporate culture, human resource management and corporate culture of human resource management departments of enterprises do not include the functions of power supply function orientation, cohesion function, incentive function, restraint function, revitalization function, coordination function, radiation function, etc., and they have not been well excavated, and economic development itself has not been summarized and applied as a discipline, resulting in employees having no sense of belonging and it is difficult to take the initiative.
Second, measures to strengthen human resource management of SMEs
(a) adhere to the "people-oriented" management concept, respect its ownership status, and implement modern management.
& gt who is the starting point and target management? All management activities must be based on mobilizing people's enthusiasm and creativity. The intensification of talent competition under the background of organizational survival depends largely on the overall situation of talents. By creating a human resource management with human resource advantages, the organization will continue to grow its magic power of importance. Therefore, enterprises should always put employees in the core position, employees are the main body of the enterprise, employees establish the main position in the enterprise, and all member enterprises are regarded as developing resources and human potential. To establish a "people-oriented" management concept is to respect workers' labor, personality, democratic rights and creative spirit. People are kind, and they can play in the most suitable places. It is necessary to formulate an adaptive system that takes into account different aspects of workers' interests. In particular, fair and just employee assessment, encouragement and restraint have really mobilized the enthusiasm of all kinds of "capable and mediocre" employees and brought their creative potential into play. For example, knowledge workers provide challenging and meaningful jobs and more opportunities for learning and growth. Give them more autonomy with job enrichment, create a good working platform for them, and stimulate their vitality and innovative spirit, so as to realize all-round and free development and realize the development goals of enterprises and employees.
(2) Establish and improve a scientific employment mechanism to help employees establish career plans.
Post demotion competition, reasonable flow mechanism. First of all, we should establish a fair, just and merit-based competition system for employees, but it is limited to merit-based, regardless of qualifications, experience and performance; Secondly, establish a scientific and reasonable performance evaluation system to adjust employee performance on the basis of fair, just and open evaluation; Third, create an environment where talents, abilities and professional knowledge can be brought into full play. Those entrusted tasks have excellent performance, and if they are put in the right position, they can put their intelligence into it. Through the scientific employment mechanism, we can not only make the best use of people and their professional knowledge, but also stimulate the interest of human resources employees and enhance their confidence in human resources work, so as to complete their own work, achieve high-quality corporate goals, and also meet the needs of employees and realize their self-worth.
The so-called career refers to the personal career development process of employees, including their career, content and career development stages, which is a continuous and long-term development process. Every new employee will have certain career aspirations for future development and set goals and milestones for his ultimate goal. At the same time, he will actively create conditions for realizing his wishes and goals. Only when personal goals are consistent with organizational goals can personal potential be fully exerted. Small and medium-sized enterprises should pay attention to practical ability, psychology and good working attitude in the process of selection and recruitment, aiming to help employees plan their career development and establish a flexible employment mechanism. Create all necessary conditions for employees, promote their career development and entrepreneurial development, and make the cultivation and utilization of human resources the fundamental driving force for the sustainable development of enterprises. Only by determining the thinking of employees' career can we fully tap the potential of each employee. Therefore, enterprises should be able to establish a stage for employees to display their talents and self-worth, and be good at guiding them so that employees can find their own growth space choices in the development path of enterprises. The staff of the Human Resources Management Department designs professional schedules and draws various enterprise and human resources worksheets to provide clear paths for employees, so that employees can clearly know the description and job analysis of each position and understand what conditions are needed to do this position and ability. Enterprises should provide employees with two lines: management specialty and publicity channels. Employees should choose different development paths according to their personal abilities and interests, and make clear their career development. (C) to strengthen human resources planning
The vigorous development of small and medium-sized enterprises and the realization of sustainable development require us to plan human resource management from a strategic height. With the expansion of enterprise scale, the flow of personnel, the increase of new business, technical improvement, product update and other reasons, the demand for personnel within enterprises is constantly changing. You should regularly review the internal situation and human resources needs, existing human resources capabilities, and make good human resources planning. Employees are generally divided into four categories according to the American James McPherson classification: (1) core employees. With the research of the project, researchers and experienced managers. (2) At great cost, enterprise personnel are replaced. This kind of marketer with good customer relationship. (3) replaceable people. (4) personnel can be changed at any time. For the scarce resources of the first two types of employees, enterprises should strengthen risk management. If it is not corrected, it is necessary to establish a talent pool and a reserve talent echelon. This can effectively avoid the passive situation caused by people resigning.
(D) Optimize the recruitment strategy
In order to obtain excellent and suitable people, enterprises need to improve employee recruitment. A method to improve employment, exquisite design of interview, etc. We must adopt the recruitment method according to our actual situation, which needs to consider the cost of recruitment and how to recruit the talents needed for enterprise development. Recruitment interview is an important part of the interview. We should not only emphasize the work experience and the number of people who have been engaged in this job for many years, but should consider comprehensively the experience and potential, qualifications and abilities, work and talents. Recruit different levels of workplaces to avoid overcorrection and waste of talents. Second, talents should match the needs of enterprises and avoid blind pursuit of high education. Consider that employees should focus on values, professional interests, comprehensive quality, potential, moral responsibility and other factors, corporate cultural values. Third, the recruitment method should pay attention to the suggestions of insiders. Obviously, internal employees know candidates better because of the company's culture and people's needs, so this method is not only low-cost but also very reliable. For example, UT Starcom has a tradition of "headhunting", and 50% of its employees are recommended by internal employees, with a high proportion of R&D personnel. For referees, the company has material rewards for the information on the Bole Prize list.
(V) Organizing training. For enterprises, enterprises realize in employee training that employees invest in training to help employees improve their abilities.
The effective implementation of career development is not only a cost, but also a long-term investment in the development of human resources. It can generate a greater return on investment. For employees, employees must also treat training correctly. As an organization, enterprise provides employees with personal living space, and the development of enterprise also provides employees with development space. The development of enterprise also needs to improve the quality and skills of employees to support it. This requires training employees to handle personal growth, the relationship between organizational development and enterprise training and self-study.
The organization and implementation of training should be regular and institutionalized, and attention should be paid to meeting the needs of enterprises and employees in combination with the needs of career development. Senior managers and key employees are mainly trained externally, and can be sent out to study and exchange, update their knowledge, improve their professional level and help broaden their horizons; The training of ordinary employees is based on on-the-job training, such as encouraging employees to participate in self-study or semi-field, night school study, and scholars and universities hire experts to tutor CG lectures to reduce training costs. Small and medium-sized enterprises should also pay attention to the role of "learning by doing" training and personnel exchange, and promote employees' knowledge enjoyment and capacity building by establishing a frank, open and interactive learning culture. We can establish a "guidance belt" for new employees, and enhance understanding by subtly influencing their corporate culture, corporate identity and sense of belonging. In the enterprise's confidence in the future, enhance their own development.
(6) Improve the salary system and implement different incentive measures.
On June 5438+0, the differentiated salary system was implemented. Wages should be effectively combined with the wage system. Although bonuses, training and other incentives include reward and punishment systems, differentiated salary systems should be established to widen the gap appropriately. The remuneration of employees mainly depends on the level of employment and the performance of business advantages. In order to meet different demand levels and bring benefits, employees, managers and operators can do paid training and organic reward and salary system. They need to have more flexibility in formulating the salary management system.
2. Implement a differentiated promotion system. Herzberg's "two-factor" theory holds that high-level needs more challenging work, and its core lies in the degree of sense of accomplishment and self-realization. With the improvement of management level, the demand for electricity is getting stronger and stronger. Therefore, for managers, the need for promotion is still a very important driving factor. Therefore, establishing a clear and differentiated promotion system is an important guarantee for retaining talents and core employees.
3. Implement a differentiated bonus system. The base and bonus distribution ratio must be institutionalized, and bonuses should be distributed on the basis of establishing a strict assessment system. The scope of incentives should not be too narrow, rather than the shortage of talents who only focus on core business and incentives. Ordinary employees have excellent performance. Should also be rewarded. Bonus distribution has changed with the economic benefits of enterprises, total wages and job performance of post adjustment personnel.
Implementation of four stock option incentive systems. Stock option is the right of senior managers or core technicians in enterprises. By virtue of this right, they can buy shares of an enterprise at a certain price and a certain pre-agreed amount and price within a certain period of time (for example, three to five years), and throw them away when they see the right one. This fully reflects the important contribution of the knowledge talents owned by the value distribution system to the enterprise value creation. Under the stock option incentive system, emerging startups can quickly attract talents to compete with large companies.
(VII) Create a harmonious corporate culture.
A good corporate culture is conducive to the realization of the company's "* * * vision". The vision put forward by Peter Shengji, a famous management thinker, in his Fifth Discipline is to inspire people's thoughts. If this vision is recognized by the members of the organization, its powerful strength is simply unimaginable. Some corporate culture. Demonstrate the company's people-centered management and human resources strategy. In today's competitive market, it can be used as a supplementary salary for enterprises to attract individuals with high IQ and improve the competitiveness of human resources. Therefore, corporate culture is not just an empty building. Human resource management departments should take incentive measures to establish and implement "cultural management", so that employees can get a call, have a convergent interest influence, reduce or eliminate conflicts among enterprise members, and thus better promote the consistency of rights, responsibilities and interests of enterprises. In order to meet different needs, employees at all levels of the enterprise will closely link their own development with business objectives, devote themselves wholeheartedly to their work and business, and realize the harmony of the enterprise.