Don'T Despise Simple Management Problems.

Many enterprises

The seemingly simple management problems in a company often involve very complex human resources problems, and human resources problems often involve three levels: culture, institution and people.

Culture.

No matter how good a company is, it can not be seamless in its system, and the professionalism of managers will also be subjective. No matter which company is absolutely unfair, employees' complaints are more difficult to avoid.

But good companies generally have a strong culture, with cultural strength to enhance the attractiveness and cohesion of the company, so that employees are willing to make modest personal concessions and even sacrifice for everyone.

Cultural construction is the core task of the company's leadership.

System.

Excellent companies do not exaggerate the role of culture unilaterally. The understanding of Shenzhen's HUAWEI is that they advocate learning Lei Feng, but never let Lei Feng suffer, and the devotees are expected to get a reasonable return.

A company should ensure that high performance people get high treatment through the design and optimization of systems and procedures.

When facing complaints from employees, please think about whether the salary system of the company is not reasonable. If you want to do something good, you must first use your tools. Good systems and procedures are good tools for managers.

The company's human resources department is mainly responsible for the construction of the system.

Culture and system are important. The question is what the managers do and how to do in the face of established culture and system. The most important thing for managers to do is to act as a man, which contains the art of leadership.

Employees of the same position take the same treatment, but frequently undertake tasks of different amounts and difficulties. Those who feel heavy load will feel that their managers are unfair and breed discontent.

But if the manager had intended to cultivate a key employee and communicated to the employee through communication, it would be impossible for the employee to complain even in the face of greater pressure.

The idea of the diagnosis of such problems: whether the procedure is open and fair for the manager to assign work tasks? Does it explain the reasons for the job allocation to the employees? Does it take into account the quality and demand characteristics of the employees? Whether to use a variety of incentives, to give a heavy task to the staff of the staff, to increase the pressure of the staff with the potential for the training, to arrange the corresponding work for the employees with specific expertise and interest, and to communicate with the employees face to face, this is the key to the management of the problem.

Of course, the company should also focus on strengthening the construction of enterprise culture and human resources system.

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1. what is the difference between human resource consulting and human resource consulting?

In 80s, University Teachers (or researchers) advocated human resource management and introduced the concept of early human resource management in China.

Later, the human resource consultation, which was mainly organized by the company (legal person organization form), was flourishing, which was obviously different from that of the past.

Different points of view: the human resource consulting company pays more attention to the operability and timeliness of human resource consultation under the guidance of the concept, that is, how to do it, is process oriented and result oriented.

The consultation concept is different: the human resources consulting company aims at consulting its activities and its effects as its own performance, and starting from its own interests, hopes to form long-term partnership with the customers, promote each other and grow together.

The operation standard is different: Human Resources Inc takes consulting as its responsibility, follows the operation standard of the industry, has scientific process and system, relies on database for technical analysis, and attaches great importance to long-term interests of enterprises.

Different intelligence resources: the company advocates teamwork and intelligence alliance, which not only attracts scholars with profound theoretical knowledge, but also recruits the elite of the industry, so as to achieve the best combination of theoretical knowledge and existing experience and maximize the effectiveness.

External constraints are different: under the background of the current legal system, the company as a legal entity is subject to external constraints. At the same time, as a long-standing enterprise seeking to develop, the human resources consulting company has an internal self-control mechanism.

2. what is the concept of large human resources?

The concept of large human resources advocated by us emphasizes the view of human resources based on a systematic and overall view, namely, jumping out of the circle of human resources to see human resources.

Instead of limiting human resources to the relevant departments, the human resources management is not confined to the narrow fields. Instead, human resources management is regarded as a strategic force to support the long-term development of the company. Under the guidance of enterprise vision, enterprise mission, business strategy and core values, it is closely integrated with the organizational structure and corporate culture of the enterprise, so as to achieve the goal of promoting enterprise performance in the short term and promoting the realization of enterprise strategy in the long run.

3. how does soft corporate culture integrate with the hard human resource operation system?

From the view of large human resources, enterprises are a large system. Enterprise culture, human resources platform and operation system are subsystems that influence each other in the large scale system.

The point of view of the system is to stress the whole body, so any change of any subsystem will inevitably affect other subsystems.

Therefore, the design of hard human resource platform and operation system can not ignore the soft corporate culture.

For example, Coca-Cola and Pepsi Cola are the top two of carbonated drinks.

Because of its early start, Coca-Cola has established a hegemonic position. Its corporate culture is firm and gradual. Its position, work and people (i.e. human resources platform) emphasize gradual change and are relatively stable; while the recruitment system in the operating system emphasizes the stable quality of employees, and generally promotes managers from within.

On the contrary, Pepsi Cola is a late start. It must challenge the industry giant Coca-Cola with the spirit of forging ahead and thinking differently. As a result, Pepsi's corporate culture is focused on innovation and enterprising. Its human resources platform is constantly changing. While recruiting new employees, it emphasizes innovation, change and adventure spirit, and likes recruiting people from outside.

The integration of corporate culture and human resources platforms and operating systems is not mechanical, and there are certain patterns that can be followed.

The core of dealing with the relationship between the three lies in the establishment of a human resource platform and operating systems. One of the major determinants is to consciously take the corporate culture as the key factor. We should consider the consistency between the two. If there is a contradiction, we must re-examine the human resources platform and operation system from the perspective of corporate culture.

4. how does the human resources system integrate with other systems?

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Functional systems include operational human resources policies, systems, procedures and methods. The Ministry of human resources, through the development of functional systems as technical resources, and the provision of technical application training and advisory assistance for all managers of the company, promotes effective use of functional systems by managers. The organic combination of the two systems is aimed at forming a mechanism for attracting talents, making good use of them and keeping them in good condition.

In fact, the functional system is integrated into every system of the enterprise, because staff attraction, personnel assessment, staff motivation and employee retention are also important tasks of production system, financial system, marketing system, decision-making system and so on. Therefore, at the level of functional system, the human resource system is integrated with other systems. The combination of human resources system and other systems through functional systems requires us to coordinate with other systems in the construction of human resources system, which is the way of integration.

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5. what is the difference between human resources department and other departments in human resource management?

The concept of human resource management holds that human resource management is not only a matter of human resources department.

In fact, there are human resources management in all departments of the enterprise, but there is a great difference between the human resources department and the Department in terms of human resources management.

The human resources department has three major characteristics:

The Ministry of human resources mainly builds up human resources platform (position, work and human three relations) to establish various operating systems, such as recruitment, performance management, reward reward, training development, etc. Therefore, the main task of the human resources department is to establish a system and provide a functional system as a technological resource.

The main responsibility of the human resources department is to assist and supervise other departments to implement human resources management according to the unified system, so as to ensure that every employee is treated fairly.

The Ministry of human resources also acts as an expert in training and training, providing support services for human resources management in other departments, while human resources management in other departments is guided by the human resources department, following the system formulated by the Ministry of human resources and used in the Department's business activities.

That is to say, human resources department and department human resource management is the relationship between guidance and guidance. The department human resources management is the functional system of human resources department. Through the function of function system, enterprises have formed the mechanism of attracting talents, using well and staying.

6. how to measure the effect of human resource consultation?

The goal of human resource management consultation is to promote enterprise performance in the short term, focusing on the development of enterprises in the long term and focusing on the long-term development of enterprises. This brings certain difficulties to evaluate and measure the effectiveness of human resources consultation: that is, the effect of human resource consultation is largely inquantifiable, but this does not mean that the effectiveness of human resource consultation can not be evaluated and measured. In fact, it can be measured in the following ways:

In the short term, the result oriented performance appraisal is that human resource management consulting is always caused by such problems as human resource management, such as unreasonable recruitment, face to face procedures, key employees' failure, unreasonable reward system, and formality of performance appraisal.

Under such circumstances, the primary task of human resources consultation is to solve these urgent problems and deal with crises. Whether these problems can be satisfactorily resolved is a sign of the effectiveness of human resource consultation.

In the long run, human resource consulting is a new management concept, which includes the reconstruction of human resources framework (including values, corporate culture and organizational structure), which takes a long time to reflect effectively.

Under such circumstances, the effectiveness of human resource consulting is mainly based on whether it provides inspiration for new ideas effectively, and whether it leads to the emergence and recognition of new concepts within enterprises.

From the perspective of technical means, we can use satisfaction surveys, organizational climate surveys, organizational culture surveys and other methods to evaluate and measure the effectiveness of human resource consultation.

Human resource consultation can only play a role of strategic support in the human resources work of enterprises, and it is impossible to play a leading role in the development of enterprises.

But the human resources consulting company, which advocates the concept of growth partners, will link itself to the fate of the consulting firm, providing tracking services, constantly evaluating the existing results and seeking improvement.