What Are The Characteristics Of The Ability Of Human Resources?

　　中國本身來看，我在人力資源界里面來自于企業，從經歷來說可以分為三個階段。

The first stage is to manage human resources in the enterprise, then in HUAWEI.

90 years to HUAWEI, 20 people at that time, more than 20000 people left in 2002.

At that time, I was responsible for building HUAWEI human resources system.

It is also very representative in China's private enterprises.

How to build a human resource structure in real Chinese enterprises has done a lot of practice at this time.

The second stage is to make a human resource consulting company, and make HR consulting to 20 enterprises in three years.

Including how to build a good human resource structure for enterprises.

The larger enterprises include Furong Wang, China Airlines and so on.

The third stage, in July 1, 2004, I served as president, as a president, how to achieve human resources management, how to use means and methods.

This is another point of view.

From the three stage, the individual has some feelings, and my ideas come from practice.

In the whole process of human resource management in China, what do they feel in the enterprise? It should be said that in most enterprises, human resource management is not very successful, and there are many problems.

Although more than a decade, many Chinese enterprises are studying and studying human resources management ideas, including many domestic and foreign consulting firms.

Why is the probability of success in human resource management relatively low in the process of internal implementation?

This raises my thinking.

How do I say that?

What is the difference between our human resource management in China and western enterprises?

If we take some western management theories and tools, can we solve the problem of human resource management in China?

I also want to study the success of private enterprises in China. What are the differences in the growth of people's business?

Later on, I think Chinese enterprises must do a good job of human resource management.

It can not be copied simply.

Because in human resources management, you design a slogan system is very easy, but the system of moving from other companies, almost one hundred percent of your company failed, because you can not move the company's team to move the culture.

When the system is moved over, sometimes the drugs are not able to cure the disease. Each person has different root causes, and the mechanism is different. Everyone's formula is different.

So in this case, I think the enterprise must do well in human resources management, and must think about what the Chinese cultural background is.

That is to say, how to solve human problems is the most fundamental.

In this case, I just threw the issue aside, not that in Western academics management, they did not take this into account.

In western management, from 100 years ago, Taylor style tools were now based on tool management and pformed to human management.

Drucker's prediction: in the future development process, the management mode and direction may come from Japanese enterprises.

What is the difference between Japanese enterprises and western corporate culture?

I think the essential difference is that Japanese enterprises emphasize the family of enterprises very much and their loyalty to enterprises is innate.

The spirit of teamwork is also inherent.

A sense of dedication is also inherent.

So is social culture.

So to work in a company, he is willing to work overtime rather than relying on a slogan system. He is willing to work overtime.

Corporate culture is like this.

I think Drucker is only half right. Why?

I think the problem of talent flow in Japanese enterprises is not solved, that is, innovation is not enough.

If the employee is treated, two people do the same job, a married person, and a non marrying person. The person who gets married will get a high salary because he will be heavily burdens.

And in one industry, he will not accept anyone else who jumps over. He thinks this employee is disloyal and unfaithful to me, so he refuses to accept it.

These years will be better, but this is the characteristic of Japanese enterprises.

Chinese enterprises have the sense of innovation and culture.

So in China's enterprises, I think it is all right to explore the theory and method of human resource management.

Moreover, human resource management may come from the practice of Chinese enterprises.

It is quite possible that five years later, ten years later, it is possible to sum up a set of China's own management system.

So it's the relationship from the background.

The competition of enterprises is increasingly emphasized on the value of talents, including the external environment changing too fast.

If you can't keep up with your employees, you can't catch up with the best opportunities.

In addition, in many management, the management process is not feasible, the process is dead, and people are alive.

In many enterprises, if they are only executed according to the process, the result is damage to the company.

How can employees have unified rules to deal with problems at this time?

For example, in the real estate industry, project management in the real estate industry has a good process, but in the course of engineering, usually I have to modify the specifications and models of a material. According to the requirements of the process, it should be reported, and then audited and processed again. In the last two days, three days later, there will be results.

Then I can't do anything for two days.

If there is a very obvious process in the company and how to deal with under what circumstances, it may be solved by two people, and the problem can be solved in half a day.

So why in the real estate industry, Vanke management concept attaches great importance to the unity of culture, attaches great importance to the staff's open mind and teamwork spirit.

Including many Chinese enterprises, Lenovo and HUAWEI emphasize corporate culture very much.

Because many systems in the enterprise are not perfect. How to make mistakes in such a situation is to rely on this concept to dominate him in an invisible way.

Another system may be wrong.

Because the system is lagging behind, the system is formulated only after there are problems.

Therefore, I think more and more attention is paid to talent management in some management.

For more than a decade, Chinese enterprises have also suffered a lot.

When many bosses start their business, they are all opportunities oriented, and a business can survive if they get a contract.

After five years and ten years later, it was found that some of the enterprises were large and small.

Many people think the problem is the problem of human beings. If people do not solve the problem well, the business will not do much. In recent years, the treatment has been soaring.

This is also related to the stage of enterprise development.

A comparison of social culture between China and the West.

What is the value concept of western culture? The western culture emphasizes the independent personality, that is, humanism, that is, everyone has his own space and is not violated, nor do I infringe upon others. He has rules.

A friend of mine lived in the United States for many years, and a child was about 4 years old.

From China, please send your mother-in-law to your home to cook and bring your child.

When the child came to kindergarten, the toy in his room could not be found one day, so he asked where his grandmother had gone.

Grandma said she would leave it after washing.

What do the children say?

When grandma moves my things, she will consult with me first, then I'll talk about it again.

4 year old children have this requirement.

There is no such requirement in China, and no need for it. 4 year old children do not think so.

So it requires an independent personality.

In the enterprise is the contract, what kind of responsibility should I assume, and how much salary do you give me?

On the basis of cooperation between the two sides, enterprises will not educate employees. How can you have ideals in the company and how to have a national spirit?

So he did abide by the contract.

With contracts, employees obey.

That business is the same. How should I pay my salary?

Then it is very difficult for the company to ask employees to work overtime. This is my life time. You can't infringe on it.

Therefore, many enterprises will not be able to adapt themselves to Europe after their internationalization. Some bosses will come to the meeting on Sunday.

This is absolutely impossible in Europe.

The staff went home immediately after work.

He thinks life may be more important than work.

He needs an independent living space, which is his right.

In China, it is quite different. Traditional ideas emphasize emotion, reason and law. If iron is impartial, nothing can be done in an enterprise because it is unreasonable.

Therefore, in the Chinese cultural background, we must pay attention to the premise that we must accept the emotion to deal with the problem.

Therefore, many enterprises emphasize the importance of dealing with things and doing things when they are round.

Including what do we emphasize very much?

It is interpersonal relationship and trust culture. Everyone in the company has a circle, and the rules of organization are gone.

I think interpersonal relationships and trust culture are needed on organizational rules.

If there is any opinion on this leader when the company meets, there is no one to dare to talk about it.

No one said anything about it.

How to make the staff express their opinions? That is to say, after drinking a few cups of wine, they dare to say any questions, and the staff also let go.

Therefore, it is very important for Chinese enterprises to exchange culture and eat culture. We should not deny ourselves all the time. This is no good. That can not be done. You can't completely change the whole nation, and completely change your culture in two thousand years.

Our reality is that civilization is like this. We must choose the right way to arouse their enthusiasm.

In western production management, when I can buy the machine, I will produce it without culture, no other system, no nationality.

So we do not need China's model to move the Western way directly.

In western management, there is no interpersonal relationship.

In Chinese enterprises, it is complicated, emotional, and customary. At this time, we do not consider the Chinese cultural background, and take the Western way to do it. Can you do it well?

So why do many Chinese enterprises fail to do well in the process of human resource management in 80%?

It is not that we are not doing well, but that we are thinking about what the hypothesis is and how our theoretical background should be considered.

If copying western methods, the foundation may be different.

Therefore, the management of human beings must be thoroughly considered in different cultural backgrounds.

In Chinese traditional culture, there are many theories and theories about human management.

Of course, there are more considerations from the social and political perspectives.

If it is a national system, it is very effective to select talents based on characters.

Of course, it is different now. Because there is no competitive environment in the society, what is the most important time in the social environment of Chinese history in the whole political environment?

The Three Kingdoms.

Because three countries need to have a competitive relationship.

Of course, Chinese society does not form a competitive relationship, so the view on talents is different. What is needed is loyalty and unity.

There are many selection of cadres and the selection of talents in the book.

In China's successful enterprises, what are the highlights in management and why it will succeed?

For example, in Lenovo, run an enterprise is to run a person, run a person well, this enterprise can succeed.

If people fail to succeed, the enterprise may succeed today, but tomorrow will not necessarily succeed, and it will eventually fail.

Including his summing up management, team building, strategy and team, two of which are human problems.

If the team does not cooperate, the best strategy is useless.

One more thing is the internal fight, and the result is nothing can be done.

Therefore, Lenovo's human resource management is very interesting.

Including what HUAWEI human resource management has done, other than the introduction of western advanced management methods, others are original.

For example, the qualification management system, in China's enterprises, a student after graduation, nothing, how to cultivate professional skills in the enterprise, specializing in the qualification management system.

For example, in the workforce, like many HUAWEI secretaries, the higher the academic level, the worse the performance, because he doesn't care.

In Hongkong, the secretaries are all old ladies. They are young girls in China.

Therefore, HUAWEI not only has a management system for its secretaries, but also has a management system for technical personnel.

The school only nurture students' knowledge, so how to develop his skills?

HUAWEI has done a lot of work, starting with corporate culture training. Why is it that many employees have different backgrounds, different experiences and different ideas.

How do you get to know the problem in an enterprise? You must brainwash yourself. Corporate culture is brainwashing.

So this will not be done in western enterprises.

If this is done, it may be a violation of human rights, but Chinese enterprises are very valuable and necessary.

It includes high-level cadres' criticism and self-criticism, and face-to-face advice.

This is not possible in the western management model.

This shows that a lot of successful enterprises have done a lot of useful work in human resources management.

This is a matter of enterprise background.

　　在中國式人力資源管理思考里面考慮幾個問題：

The first is the selection criteria for talents. The top is morality first and the first is moral integrity and moral integrity.

Because Chinese enterprises lack rules and lack of sense of discipline, morality is very important.

Chinese enterprises are very important.

This standard may be different from western enterprises.

In the second culture, the construction of corporate culture and organizational atmosphere is very important.

The unity of values in an enterprise and the formation of invisible psychological contracts and rules are very important for the development of enterprises.

And like a person, once his habits become worse, it will be difficult to change them.

So in human resources management, soft things are more important than hard ones.

This is about corporate culture.

Third, the human resources capacity building is what speed the human resources department should take. What characteristics should it have?

1: in the company, the human resources management consciousness of the non human resources department is very critical. In Chinese enterprises, the department managers often exclude, oppose and reject the human resources department.

So how to make departmental managers aware of the importance of human resource management?

Managers of human resources departments in western enterprises are not so tired. Many department managers have the skills and skills of human resource management.

Because he did so when he was just graduating.

So after five years and ten years, from employees to department managers, they naturally know how to do it. They are human resource managers themselves.

But in China, a good manager becomes a manager. He never thinks about how to manage well.

So the HR manager is very tired and has to tell him to let him understand.

This problem must be solved if enterprises want to do well in human resource management.

2: the human resources department's marketing ability, the human resources department of the people can not be a professional, you have to design a good system, your way to other employees to accept, marketing ability is very important.

Half of human resources management is marketing.

HR managers must go to the Department half of the time to communicate with departmental staff and implement your HR management system.

Only in this way can we do well.

If I think it's very professional, you do not do that you have no standard.

If so, it is impossible to manage human resources well in an enterprise.

3: how to cultivate professional skills in Chinese enterprises is very important.

Several enterprises in the morning also talked about how to train, and they all paid great attention to improving their ability.

It is not only the promotion of knowledge, but also the professionalism, professionalism and professionalism.

If there is an assessment, its ability will not work, and its performance will not be tested.

It may increase 20 or 30% performance. How can it increase one hundred percent?

So in Chinese enterprises, how to develop the vocational skills of employees is very critical. It may be more important than designing an appraisal system.

These three aspects are capacity-building problems, which are very critical in the human resources management of Chinese enterprises.

I think Chinese enterprises must find out the way of human resource management in China, and it is very important to combine western technology with human resources management.

This management does not depend on the West or the East, but on how to combine the Tao with the operation so as to truly solve the problem of human resource management in Chinese enterprises.

　　因為時間比較短，我給大家推出這個觀念，也希望中國的企業能虛心去研究，因為管理是來自于實踐。任何的企業管理不是來自于研究所，也不是來自于大學，而是先由企業實踐以后，再去總結提煉出來的。所以我想一定要去探索，而且我相信經過這幾年以后，我們一定能走出一套中國式人力資源管理的思想和方法。而且指導80%的企業成功去推行人力資源管理，謝謝大家。