Small enterprises that are short-sighted and earn money to support their families lack the internal motivation to become bigger, so there is no need to talk about human resource management. Only small enterprises with correct ideas, ambitious goals and diligent pursuit have the opportunity to grow and even become large enterprises. Small enterprises should do "big human resource management".

Enterprise human resource management has become a "hot spot" more and more. However, if you pay more attention, you will find that the existing focus is mainly on large enterprises, and the human resource management of small and medium-sized enterprises, especially small enterprises, seems to be not paid enough attention.

Not all small enterprises can become big enterprises, but the question is not whether they can succeed, but whether they want to. Small enterprises that are short-sighted and earn money to support their families lack the internal motivation to become bigger, so there is no need to talk about human resource management. Only small enterprises with correct ideas, ambitious goals and diligent pursuit have the opportunity to grow and even become large enterprises. These enterprises are bound to face the problems of human resource management and solve them quickly.

Management characteristics of small enterprises

"Survival" is the most important issue for small enterprises, and survival is the last word. The strategic core of small enterprises is business, and all behaviors show obvious business orientation. Therefore, small enterprises generally do not pay much attention to purely functional work.

Entrepreneurs are often the leading core of small enterprises. For small enterprises, entrepreneurs or groups have great influence on enterprises. Small enterprises are small in scale, with relatively simple organizational structure and rapid changes in structure, system and process. In the face of strong competitors, the biggest advantage of small enterprises lies in flexibility, speed and adaptability. On the surface, "chaos, change and speed" is a vivid portrayal of small enterprises.

Small enterprises have few staff and flat management structure, so people can communicate face to face conveniently. Because of the directness of communication, and the relationship between entrepreneurs and key employees is mostly blood, hometown, school, etc., enterprises often have a strong color of "home", with more emotional factors and heavier human feelings. Organization is maintained by "people" more, and rationality is lighter.

Small enterprises are very small, and any seemingly small people and things may lead to the success or failure of the enterprise. Especially the "human" factor, the process of small enterprises becoming bigger is essentially the process of talent gathering; The result of small enterprises becoming bigger is often because newcomers bring opportunities for enterprise breakthroughs. Therefore, small enterprises seem to pay more attention to the work of "people".

Suggestions on human resource management of small enterprises

Based on the above analysis, we believe that small enterprises must take "big human resource management" as the core, that is, strategically, systematically and globally locate and carry out human resource management, and transactional personnel work can be completely incorporated into the administrative system as the content of internal staff service. Specifically put forward the following principles and operational suggestions:

Management principle

The human resource management of small enterprises must be based on and adhere to the business orientation and strategic goal orientation, focusing on the business as the foundation of enterprise life, rather than focusing on the detailed operation of functions and professions.

The human resource management of small enterprises must attach importance to the construction of corporate culture concept, which is the "root" for enterprises to become bigger. Attract outstanding talents with ideas, unite the core team and support the long-term development of enterprises.

The human resource management of small enterprises must be flexible enough to quickly adjust strategies, structures and systems to adapt to and match the dynamic changes in business, strategies and processes.

Management thinking

It is best not to "functionalize" the human resource management of small enterprises too early. Senior leaders and even bosses should do it themselves, and the boss should become the de facto human resources director. The establishment and transmission of the company concept can only be done by the boss himself, and no one else can replace it; Strategic tasks such as "building a team" have to be handled by the boss; The establishment and adjustment of organizational structure, which directly touches the arrangement of power, is still a chore for the boss. Seemingly specific human resources work, such as the recruitment of key talents, including interviews, also requires the boss to "cook" himself, and can never be delegated to the human resources department.

The human resource management of small enterprises should not be too systematic, standardized, programmed and so-called scientific, but must maintain a high degree of flexibility, which is the root of the advantages of small enterprises. Of course, it is necessary for small enterprises to build a strategic and flexible human resource management framework as the goal and guiding principle of enterprise human resource management. With the development of enterprises, the contents of the framework, such as salary, performance, training, recruitment, strategy, system and procedures, are constantly being clarified, adjusted and enriched.

The human resource management of small enterprises must take "the transformation of business backbones to managers" as a key task, because the expansion of small enterprises must rely on managers who are mainly trained internally, and it is very difficult for business backbones to transform into managers. There should be a plan to guide and train a group of managers who can "lead the team" step by step, including future successors. However, small enterprises are still in the initial stage in essence, so they should not pursue the professionalization of large enterprises, and the color of management should be gradually strengthened.

Who is responsible for the human resource management of small enterprises? Strategic management belongs to the boss, business management belongs to the business manager, transactional management belongs to the administrative personnel department, and some employees belong to self-management. In this way, small enterprises do not need to set up human resources departments. If the boss really wants to innovate in strategic human resource management, please invite professional management consulting companies to participate. Human resources directors or managers from large enterprises may not be suitable for small enterprises.