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How Should The Practitioners Of Human Resources Be Positioned?

2013/9/17 23:04:00 7

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Human Resources Management And Decision Making

break away from no fruit, no defence, /p >

it is not that no initiative has been sought for innovation. During the years of contact with enterprises, I find that most of HR are very energetic.

A lot of courage and motivation and performance, courage and general recruitment and deployment, courage and little development of mobile training, we all want to do some achievements.

However, the logic of human resource management is more powerful, and it is also no match for the frustration caused by the reality of enterprises.

In a p research enterprise, the new HR manager is committed to promoting performance reform. However, after a vigorous campaign, the project was stopped by the boss and the performance pay was back to the "big pot state".

On the one hand, the manager of the human resources department reluctantly sighed that performance management is a "top priority project", and the boss did not want to push it.

On the other hand, the boss complains that he has said well, according to his work distribution, and the game, where he knows that he has brought so much trouble, almost no one does not complain. If he really pushes down his plan, the enterprise will not fall apart!!

recruitment, remuneration, performance, job evaluation...

What kind of status quo does not represent the interests of all parties? The ambitious HR has met with the "enterprise characteristics" of a piece of ice, and it has come to a dead end. So, it is only necessary to return to the "old mode" step by step. Is it better to be scolded than to fire? "/p >

it is not that no thought of letting the boss perceive the "strategic contribution" of HR's work. Most of the HR I know believe in the value of human resource management, and the famous motto of "man is the first resource" is quickly quoted by them.

Yes, we all know that people are important, but few people realize the importance of human resource management.

What exactly does human resource management do? Are these cost effective management initiatives really useful? The reality is that employees do not feel that the boss is not aware of it.

HR try to explain to the boss, but the lengthy causal chain makes people "not clear", sometimes can also meet the impatient boss to throw a sentence: "as you say, is the work done by people is your credit?" and a boss complained to me that the HR broke the day, "to scoop up a spoonful of salt in the sea, that is to make the sea water taste!" and once the boss wants to solve the problem, such as the use of people, to reduce the wastage of employees, and to activate internal innovation, HR can not skillfully use the hand, immediate results, can only explain that these tasks need a cycle.

In this way, the HR are even more sophisticated.

I suspect that HR is easy to form "circles", complaining each other, and lacking channels to communicate with employers and employees. It should also be an important reason!

most of HR are more willing to interpret human resource management as "tonic", which is a solid foundation for enterprises, consolidating the foundation, and more willing to emphasize that enterprises can not do without human resources management, but do not want to emphasize what specific strategic value human resources management can create.

human resources management will die?

so, the status of HR is getting worse and worse. It is no wonder that the entanglement of pride is going on.

What's more, some enterprises (mostly foreign enterprises) simply outsource recruitment, selection, training, job evaluation and other human resources modules, and found that they not only saved costs, but also increased efficiency.

As a result, HR can not find the sense of value, even in the enterprise status.

a common sense of strategic management is that the business that lacks scarcity and value should be < a href= "http://www.91se91.com/news/index_h.asp" > outsourcing "/a >.

Lack of scarcity, representing the technical content of business modules is not high enough, so that the market has a large number of quality and cheap services; lack of value, representing this business module can create limited value for enterprises, and can bring limited value added to enterprises (whether value is dominant or implicit).

Regretfully, at this stage, human resources management has increasingly presented the above two characteristics.

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for the former, recruitment agencies, talent assessment agencies, training institutions and HRM consulting companies have sprung up in recent years.

Everyone is engaged in HR. Under the competition, not only is the price low, but also the professionalism is stronger because of "specializing in the industry".

As for the latter, although most HR regard themselves as strategic partners, they still regard themselves as "logistic modules" in their actions.

The weaker ones are to fight for the business departments, to do service work, to ensure that the front-line is not in trouble, to ensure the normal operation of the business, to ensure that the bosses, business departments and employees do not find their own troubles; if they are strong enough, they will be well supervised by the supervisors (supervise the labor costs, supervise the implementation of the system), and play well the power of deployment, salary and welfare in their hands.

How many insensitive HR dare to rush to the front line and bind themselves together with business and even change?

under such circumstances, human resource management has become a pure "cost center", which basically has nothing to do with value or profit creation.

Since human resources management is homogeneous and lacking in technology, the most effective way to reduce costs is obviously to purchase from mature markets.

Since we are doing this two room business and there are many people who can do it, we can not ask ourselves to have the right life of a real house, so we can not ask ourselves to be married home by enterprises. In fact, in my research enterprise, the boss is willing to leave the Department of human resources in the company, to a large extent, in order to facilitate his control of the enterprise, for the sake of centralization, rather than the scarcity and value of human resources management.

long live human resources management!

, human resources management will really die because of no value and scarcity. Fortunately, my observation is not so. Human resources management will not only die, but also become the protagonist in the new competitive environment.

in the current enterprise competition pattern, the traditional "hardware" competitive advantages (such as financial barriers, predominance and so on) are becoming less obvious and more and more unsustainable.

On the contrary, the new game of competition requires enterprises to have strong "software" competitive advantage -- organizational capability.

from the perspective of business strategy, the demand for consumers is increasingly diversified and increasingly unstable. Enterprises need to make more flexible production.

That is to say, enterprises need to read the market demand quickly, and adjust themselves according to these needs, and they need to learn faster and faster. This obviously no longer depends on the existing state (resources) of enterprises, but relies on the deeper organizational capabilities of enterprises.

from the perspective of company strategy, as many enterprises have begun to shrink the boundaries of activities and undertake the tasks of different links in the value chain, "Networking" has formed "enterprise network" to cooperate, and "Refocusing" has become the trend.

This requires enterprises to have sufficient technical thickness in a certain part of the value chain. Only in this way can enterprises enter a strong network and gain the advantage of bargaining in the network, or even lead the control of a strong network. Otherwise, they can only be squeezed by the strong players in the network, or be replaced by other competitors, or be squeezed into the inferior network, or even be completely squeezed out of the market.

The technical thickness is the comparative advantage of the organization in terms of organizational capability.

organizational capability is a virtual concept, but it can be truly perceived by entrepreneurs.

One of the questions I most like to consult with my business owners is how to improve their organizational capabilities.

However, most of them fail to give a clear definition of organizational capabilities, so I turn to ask why they produce such an appeal, and the answers are mostly "I feel that my employees do not act like I expected."

In fact, the most direct description is that organizational capability is a kind of "organizational memory", forming an enterprise's < a href= "http://www.91se91.com/news/index_z.asp > organizational behavior mode < /a >.

If you think of an enterprise as a Black box equipped with organizational capabilities, any resource (all kinds of production factors) can get the expected output from the other end from one end.

If output is not predictable, it must be the lack of organizational capability. In terms of morphology, organizational capability is manifested in some expertise of enterprises in competition, which determines the possibility of enterprises in the external market, such as the ability to learn knowledge quickly, and the ability to establish links with external partners quickly.

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we can decompose the organizational capabilities from the inside to the outside into three dimensions: organizational knowledge, organizational rules and organizational values.

So, how should these three management bases be built and who will be built? There is no doubt that this task falls on the head of the Ministry of human resources. For a simple reason, organizational knowledge, organizational rules and organizational values are all formed by "people", or the functions of human resource management can better create and pform these management bases.

Therefore, under the new competitive environment, HR should be "the architect of organizational capability".

challenge of human resource management

in the new competition, human resources management has an important mission to build organizational capabilities. But what we want to further understand is that this management function is scarce. For HR, fortunately, creating organizational capabilities is far more complex than human resources function modules. Indeed, it is scarce enough!

to create organizational capabilities requires a complete set of human resources solutions for enterprise customization.

The practice of human resources is pmitted from system operation platform, organization and market level to form strategic contribution.

Therefore, we should consider at least three levels of agreement:

first, strategic fit (Market), that is, the organizational capability needed to support an enterprise in building the market.

Faced with the strategy based solely on external perspective, HR often needs two interpretations to clarify their specific needs for human resource management.

In this process, there is no clear logic. It fully needs HR's perception of strategy and human resource management, and the former is a new requirement.

For example, a business enterprise put forward a differentiated business strategy. HR should understand that in the homogeneous market competitors, differentiation is to create a unique customer experience. Therefore, we should increase internal organizational flexibility and expand trial and error space.

However, if HR does not understand the strategy of enterprises, it will not find that the consumer market is extremely sensitive and the migration cost is very low. The excessive flexibility of internal processes is easy to form fluctuations in external product experience and is easy to squeeze customers away.

Second, organization fit (Organization), that is, HR must consider whether the human resource policy practice is compatible with the organizational environment.

The internal power structure, interest distribution and cultural tradition will affect the implementation effect of human resource policy practice.

For example, in the face of the huge gap of high-end talent, it is obvious that external recruitment should be emphasized, but if a state-owned enterprise emphasizes "circle culture", this introduction of a large number of airborne troops is obviously not appropriate.

It is also unwise to enforce performance appraisal in an enterprise that is accustomed to the distribution of egalitarianism.

Third, System is the resultant force between human resources policies and practices, rather than offset each other.

For example, a consulting firm has adopted a large number of recruitment mode for graduates. Its training system does not provide enough support, and performance management also gives fanatical support to the indicators such as per capita revenue and return rate. The result is that employees lose their sense of direction and lose a lot.

because it is a complex customization process to create organizational capabilities, it requires too much proprietary information. Obviously, it is not easy to purchase such services in the external market. It is also important for enterprises to have HR.

However, too many HR do not realize this, and still regard their work as a simple modular operation of standardization.

Therefore, when the regular HR began to hold a textbook, they would start to compare the classic "a href=" http://www.91se91.com/pioneer/ "HR" /a with the benchmarking cases.

There is nothing wrong with books. There is no mistake in the case. The wrong way is not to see clearly the management environment of oneself, and do not think clearly that human resource management is a process of customized solutions.

In their own hands, they regard the hammer as anything but a nail.

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Nirvana of human resources management.

because of the above three constraints, HR's ability to create organizational capabilities is actually highly customized and has a strong sense of design.

Therefore, it seems that we can not provide a general solution for all enterprises.

But it is gratifying to note that in recent years, I have found that some "restless" HR are not sticking to traditional human resource play, and have begun to seek some human resource practices that can break through the resistance of reform and maximize the strategic value, and embark on this correct innovation path.

With these practices, we seem to be able to find some common success factors in their new play.

break through strategy fit and system fit Constraint -- efficiency

is only positioned in the backstage as logistics support, dare not rush to the front desk directly to help and promote the business of human resources management mode is increasingly not aware of the strategic value.

Therefore, the practice of human resources based on "logistics" always makes people feel like scratches their feet.

To some extent, the future human resource management should be highly "business" or integrated with business.

Further, the "business" is too conservative now. "Efficiency" is becoming a new trend.

Enterprises are concerned not only with the support of human resources management, but also the need for explicit support, that is, "the result of human resources." please note that this concern for efficiency is not related to the whole process of human resource management value chain. It does not include the process indicators of human resource mechanism operation and team building, but focuses on the end of the value chain, that is, the indicators of output in terms of management output, such as labor productivity, labor cost and production ratio.

this means that HR should find out the key indicators in this chain based on the whole analysis of the value chain of human resource management, connect its pmission relationship, and find out the unique strategic path of human resource management (value pmission mechanism).

At present, some enterprises are keen to establish human resource efficiency monitoring system and human resource dashboard, which is the way to reverse the demand for starting management from the end with the goal of ending, which is typically motivated by efficiency.

the significance of this kind of play lies in: on the one hand, with the end of efficiency, the complex requirement of strategy is decomposed into data demand of efficiency, forming the core demand of human resource strategy that meets the enterprise strategy.

Although this core demand also needs to be expanded to form a complete human resource strategy system, the anchorage of efficiency is anchored and the strategy will not be biased. This will solve the problem of strategic alignment.

On the other hand, by drawing the strategic path map, selecting the most needed human resource practice and comparing the compatibility between paths, it is ensured that human resource management is a "whole game", that is, the human resources tactical system is planned.

This makes the enterprise not run by the so-called benchmarking practice, making the human resource policy highly coordinated and solving the problem of system fit.

breaking through organizational fit and Constraint -- greening and game playing

on the one hand is greening.

In the face of various internal and external constraints, human resources management can not be ground everywhere. In order to achieve the purpose of management, there must be 42 light models.

For example, human resource management needs more "green management mode", which takes up less resources, changes the system, and can plug and play.

Therefore, the original practice of human resource practices will be put on the shelf (such as performance management) because of "destructive".

Especially in China, the cultural tendency of power culture, circle culture, pragmatism and egalitarianism is very obvious. In essence, these are conflicting with the traditional tools in the modern human resource management system.

Therefore, the "green" of these management tools has become the most basic demand.

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for example, the performance management of a state-owned enterprise is confronted with strong employees because of imperfect assessment basis and unfair results.

To this end, I set up a set of "flexible performance management system" for it: on the one hand, the results of the assessment are "no reward for laziness and reward". In the form of "pushing the best model", we only pay attention to those who have made outstanding contributions and avoid the examination disputes. On the other hand, we introduce the "personal performance development plan" to strengthen the skills of the two levels of performance planning and performance feedback, and track the whole process of performance improvement for quasi high performance employees, high potential employees and ultra-low performance employees.

As a result, 1 years later, the overall performance level of the enterprise increased by 16.7%. What is more amazing is that the average performance level of other employees except the "personal performance development plan" has increased by 9.6%, which indicates that besides the special performance guidance, this flexible management mode has also produced a strong incentive for the whole enterprise.

What is important is that the whole process has not suffered any complaints because it has not harmed the interests of any party. At the same time, it has also avoided the "incremental reform" that the enterprise has invested in new incentive costs.

on the other hand is game.

In the traditional mode of human resource management, management costs are mostly "top-level", that is, a central authority - Human Resources Department to concentrate on the use of management tools, and undertake unified management costs.

But in the present, human resources management is more sinks to business, and the business departments need to use the management tools themselves to bear the management cost alone.

Therefore, human resource management tools are like game software, which require interface affinity and simple use, and can guide users to easily get started (such as "angry birds" and "fruit ninjas" in cell phone APP), otherwise, they will be shelved by business departments.

in addition to cost and income problems, good human resource management tools need more fun, which can bring pleasure to employees, and even make employees gradually addicted to games.

This forms a kind of employee's income.

The special significance of "game oriented" to the domestic human resource management mode is that when the incentive mechanism is not smooth (especially state-owned enterprises), the contribution of employees or departments can not be dynamically manifested and realized in the plight of their own earnings, so it is obvious that employees get profits from the use of human resources management tools.

I observed an enterprise that, in order to create an organizational culture of "collaboration and innovation", will pform the incentive cost into a virtual currency and distribute it to the departments and staff at all levels, and stipulate the theme activities of organizational culture oriented, such as the talent supermarket (encouraging talent push) that can only be used for the unified organization of enterprises, the home garden plan (emphasizing care), and the Innovation Forum (emphasis on Innovation).

This allows departments, employees and employees to purchase each other's "specific behavior".

Through the payment of virtual currency income (non initial currency), it can be used to buy various kinds of reward packages, such as couples package, movie tickets, tickets for family reunion, etc.

This game incentive mode soon ignited the enthusiasm of the staff, so that the enterprise quickly completed the cultural pformation.

The significance of these two strategies is that: to a large extent, greening takes into account the organizational environment of enterprises, and avoids the risk point of interest and culture with the method of "softness and rigidity", and seeks the path of reform. P

Gameplay is designed to reduce the use cost of human resource management tools, improve the use of revenue, and create a dynamic mechanism of the tool itself.

This game builds a social platform in the enterprise (through games), which satisfies the various demands of employees (material, social and achievement needs) and forms a powerful organizational force.

The green game is designed by mechanism, which not only leads to the direction of the release of employees' ability, but also tends to a kind of "other organization". The game playing method creates a platform for the release of employees' ability, and tends to a kind of "self-organization".

There is no doubt that the two games have skillfully solved the problem of organization fit.

Under the new competitive environment, human resources management will not die, but p will reborn in the bath fire.

HR, are you ready?