3 Aspects Of Human Resource Management

Compared with the traditional < a href= "http://www.91se91.com/news/index_c.asp" > personnel management < /a >, the new human resource management mode has undoubtedly made a significant leap forward. < p >

In twenty-first Century, higher requirements were put forward for personnel management. It must be dynamic and forward-looking. It is a guide to practical work.

Only by carrying out a new orientation of personnel management and going from the background to the front desk can we really make personnel management the axis of the whole enterprise management.

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< p > the current situation of human resource management in the backstage is often focused on recruitment, employee contract management, attendance, performance appraisal, salary system, mobilization, training and other matters related to internal staff, but neglects the relationship with customers, without paying attention to customer demand and market changes.

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< p > this post desktop < a href= "http://www.91se91.com/news/index_c.asp" > human resource management < /a > refers to the personnel department as an internal management department providing service and support to the business department, but lacks a thorough understanding of the business operated by the company, and lacks insight into the whole company's direction.

Therefore, the way of management adopted by personnel management can only be some repair measures afterwards, and the real human resource planning has also become a kind of imagination and can not be effectively implemented.

This lag behind the practice of management mode, also doomed the personnel department can not become an enterprise's axis Department, thus inevitably become a department that can not be parallel to the business department, has equal status.

Only after the demand of the business department is put forward, can we take some static actions to meet the needs of the business department, which is a passive response. It lacks in-depth analysis of the real needs of the business departments, and can not guide the practice.

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< p > the new demand of the external environment for human resource management, the emergence of Internet and the continuous extension of the information superhighway, make the earth smaller and more like an information-based village.

In the information age, business management and business models are facing new challenges.

Only change is the only constant in the Internet era.

The era of dynamic change will inevitably require corresponding forward-looking business management models.

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The great change of external environment has directly affected the basic management of enterprises. < p >

In 90s, business process reengineering and organizational flattening are increasingly recognized.

The application of information technology makes virtual organization and knowledge management become the daily affairs faced by enterprise managers.

Various new management modes such as walking management, open book management and so on are emerging.

Facing the revolutionary change of the model of enterprise basic management, the personnel management based on the basic management model platform lacks the motive force and action of revolutionary change, which is obviously unable to adapt to the new requirements of the enterprise management and personnel management in the Internet era.

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< p > the front desk of human resource management solutions: personnel management must move from the background to the front desk in the Internet era, and have necessary in-depth contacts and understanding of customers, businesses and markets. On this basis, we should grasp the vision of the whole company and make a forward-looking forecast of the whole industry trend.

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< p > dynamic: only change is the only constant phenomenon that is characteristic of the information age.

Therefore, the mode of personnel management must also be dynamic, changing and real-time.

Personnel engaged in personnel management can also be staffed by post and have experience in other departments.

The office can also be mobile rather than stationary at the office.

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Axis P: in the whole company, the personnel management department should be in the central position compared with other departments, like the axis of a machine.

Personnel management is not only the work of human resources department, it should be an integral part of every department manager's work.

Many large and medium-sized enterprises have established vice president level human resource director positions in the organizational structure, and have set up human resource positions in other departments.

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< p > the front desk, dynamic and axis type personnel management strategies for personnel management should be three strategies at different levels: enterprises, departments and departments.

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< p > < a href= "http://www.91se91.com/news/index_c.asp > > enterprise level < /a >: personnel management at the enterprise level requires the participation of" leaders ".

Especially for human resources planning and human resources development, the company's interests can be shared with employees, directly answer "WhatsInItForMe".

Enterprises must pay attention to and constantly improve employee satisfaction and help them to plan their career.

The best people are highly paid, and they advocate vigorous, interactive and inspirational corporate culture.

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< p > cross departmental level: establish revolutionary system such as job change system, inter departmental team building, internal customer system, etc.

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< p > departmental level, it is divided into two cases: < /p >

< p > 1. human resources department: as the axis of personnel management is the key to enhance the management level of the whole company.

The human resources department should act as a "mentor".

The personnel of the personnel management department should be a human resource specialist and training instructor.

Personnel management departments should not only consciously help employees in non market sectors understand their customers and market orientation through job exchange and training, but also more importantly, as a human resource planning, recruitment policy, training plan, salary system enforcer and executor, the human resources department can truly realize the various functions of personnel management only by grasping the overall grasp of the development of enterprises, markets and industries.

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< p > 2. other departments: personnel management should be an integral part of each department manager's work.

But in the IT industry, many departmental managers are promoted by business personnel. They lack experience or even no need for management and human resource management.

For the newly promoted manager, the personnel management department should give training and take personnel management as an important part of the manager's performance appraisal, especially the ability to evaluate the performance of subordinates.

Department managers should take the initiative to communicate with the personnel management department to achieve the goal of management together, and not only when they need to recruit or dismiss employees, but then think of the personnel management department.

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< p > the mode of human resource management is built on the platform of enterprise's basic management, and the basic management of enterprise changes with the change of its external environment.

Human resources management is bound to lag behind the cognition of the external environment of enterprise's basic management.

Therefore, it is necessary to vigorously propose that human resource management must move from the backstage to the front stage, from static management to dynamic management, from lagging behind practice to forward-looking practice.

Only in this way can human resource management really become the axis of the whole enterprise management and truly realize the "people-oriented technology".

At the same time, human resource management should be a part of every other department's work.

To carry out strategic management of human resources, we need to have a real understanding of the importance and urgency of human resources work, and fully understand the decision-making, overall and long-term nature of human resources management.

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