At A Seminar, Some People Asked How To Be A Good Human Resource Management.

It is a little difficult to answer this question.

According to the viewpoint of management contingency, management can not be universally applicable.

From this point of view, there seems to be no standard answer to the questions mentioned earlier.

As far as the general nature of human resource management is concerned, to do well in human resource management, we should first establish our position in the enterprise.

Some people may ask, is human resource management a function of recruiting, training, salary, performance and employee relationship?

There is nothing wrong with that.

However, when we are doing management, we should also consider the survival state of the enterprise. It is closely related to the measures and measures we should take. We must have the overall concept and start from the enterprise strategy.

In management, in the Shuo Wen Jie Zi, "Guan" is a man who wears a hat from an official or an official. That is to say, when is the official wearing a hat? When he is in the hall, he is the time to go to court. Therefore, the meaning of "Guan" is the activity of people who lead the work.

The word "Li" expresses the essence and law of things from inside.

So the word "management" tells us that managers should not only engage in management and leadership, but also understand the essential laws of their work and find out appropriate measures that are suitable for the actual situation.

When we look at numerous enterprises, you will find that human resource management plays a role in all kinds of enterprises. Some are just dealing with administrative affairs. Some have climbed to strategic partners, some are committed to the establishment and improvement of the system, others are hiding in the corners of the executive departments, some are brothers in production and functional departments, others are above the departments, and become staff advisers and implementers of company policies.

In a complex and dazzling, human resource management is growing slowly in the hustle and bustle.

Why is there such a different human resource management? Is its function different in every company?

Is it not that human resource management has become the trend of the times and the driving force of the development of enterprises?

As a HR manager, how do you think about this problem?

How do you strive to become a qualified HR administrator?

This requires understanding the relationship between the level of human resource management and the stage of enterprise development.

When the enterprise is in the stage of pioneering and opening up, its development bottleneck is more capital and technology. At this point, the requirement of human resource management is to deal with daily affairs, engage in administrative work more, calculate wages and manage files, which is a supplementary quality department.

When enterprises are in the stage of rapid growth and steady operation, the situation has changed. At this time, the urgent need for enterprises is the improvement of management system. At this time, HR management has entered a new stage, that is, the so-called functional integration stage.

Such as recruitment: how to recruit, how to scientifically identify what recruitment strategy should be adopted, whether internal recruitment or external recruitment, how to do internal recruitment, and how to do external recruitment.

For example, training: how to conduct training needs investigation, how to determine the way of training, whether internal training or outside training, how to train internal lecturers, how to conduct assessment of training units, how to compile training materials, how to carry out and improve the training system of enterprises.

Such as salary: compensation structure is unreasonable, whether the job system is clear, how to determine the salary strategy, how the salary is linked to performance, how to adjust salary, what is the basis of salary adjustment, how to combine job promotion with salary adjustment, salary is not incentive, and whether a detailed salary management method has been formulated?

For example, performance, such as employee relationship management, career planning, corporate culture and so on.

At this time, as a HR manager, it is more important to examine the functions of HR, whether the system is in line with the development of enterprises, how to improve, how to provide a better management development platform for enterprises, how to motivate employees, how to open the potential of employees, how to integrate various functions of HR management, and how to improve the company's system, so as to provide a better internal atmosphere for the development of enterprises.

When enterprises continue to develop and move towards large groups and multinational operations, the role of human resource management is raised to a new level. At that time, HR management really becomes the strategic partner of enterprises and provides strategic support for the development of enterprises.

The HR manager of the enterprise looks forward to the future and looks at the development of management system from the strategic point of view.

I summed it up as "four benefits": whether the management system of enterprises is conducive to the sustainable operation of enterprises, whether it is conducive to the increase of the comprehensive strength of enterprises, whether it is conducive to the enhancement of corporate image, and whether it is conducive to the common development of companies and employees.

At this time, HR management is based on the functional integration stage, from the perspective of business operators to give advice to enterprises, and provide strategic support for the development of enterprises.

Therefore, at what stage of the enterprise determines the role and the measures taken by HR, and it is attributable to the diversity of the development of human resources in China.

Huang Yuejun: Master of management science. He is a master of management. He is a well-known management scientist, former vice president of Hunan University and Mr. Li Shucheng, former president of Xiangtan University. He devoted himself to research and practice in the fields of enterprise diagnosis, human resources, project planning, management training, scientific decision making, artificial neural network and so on.

He has worked as a human resource project manager for a number of foreign and private enterprises, engaged in university management education and theoretical research, management consulting and training, and served as a senior HR consultant of many consulting companies. He has a solid theoretical foundation and rich practical experience in the field of enterprise management and human resource consulting, and has published several articles in media magazines of several economic management fields.