How To Form Excellent Human Resource Management

< p > the quality of human resource management has a direct impact on the overall operation of enterprises. More and more enterprises have realized the importance of human resource management.

Although different types of enterprises have different emphasis on human resource management, generally speaking, a good company will have three principles of human resource management.

The overall planning of human resources should be organically combined with the development goals and vision of enterprises. Second, the development goals and vision of enterprises should have an inspiring role. In addition to completing their tasks, employees should have a noble pursuit of synchronization with enterprises. Every enterprise should have such a noble pursuit, and it should be emphasized constantly that this is crucial. Third, every enterprise is based on their core competitiveness to achieve the goal of development. For an excellent enterprise, such core competitiveness should include the competitiveness of human resources, that is, the leadership of enterprises should be clear that < a href= "http://www.91se91.com/news/index_c.asp" > talent < /a > is the core competitiveness of enterprises. First,

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< p > no matter manufacturing enterprises, service enterprises or knowledge-based enterprises, although they have different emphasis in management, they all share something in common.

No matter what type of enterprise and what industry it is, as long as it is a relatively open enterprise, it must have a strong competitive edge, and every enterprise must realize that human is a very important element in the core competitive advantage.

Manufacturing enterprises emphasize efficiency, which is the goal that everyone should pursue together. Therefore, in daily work, we should abide by the < a href= "http://www.91se91.com/news/index_c.asp" principle < /a >. At the same time, we should pay more attention to the training of people, and explore the advantages and emphases of everyone.

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< p > for service enterprises, product quality, service quality and cost control are very important. But there is a big difference between the service industry and the manufacturing industry. Many front-line employees will have more contact with customers, and most of them are single to single. Therefore, the concept of respecting customers is very important for employees in the service industry, and the company should also give more front-line staff authorization, so that employees can have sufficient flexibility when communicating with customers, so as to meet the requirements of customers.

Seabed is a very successful Chinese enterprise in this regard, and abroad has a very successful case, that is, Nordic Airlines CEO Jan Carlzon (Jan), through the decentralization policy, put the decision-making power on the front line of the company. The aim is to enable employees to solve the problem with the fastest time for customers, rather than reporting level approval at all levels, so that not only can the satisfaction of customers be improved, but also the creativity of employees can be exerting to a large extent.

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< p > < a href= > http://www.91se91.com/news/index_c.asp > knowledge enterprise < /a > the requirement may be higher. The incentive mechanism of employees is not only economic, but also needs some non economic incentives, such as the pursuit of knowledge. Generally, employees who do better in such enterprises are pursuing more knowledge. Therefore, non economic incentives may be more important than economic incentives.

At the same time, many knowledge-based enterprises are also in the service industry, so the evaluation and feedback of customers are very important for knowledge workers, and often have a great impetus to their continuous development in the industry and post.

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< p > in order to cope with the difficulties and challenges brought by today's business environment, enterprises must formulate corresponding human resources strategies so as to build their own competitive advantages.

We have a simple and easy to understand four step framework, based on the feelings of employees, and through many consulting projects to demonstrate the actual combat.

The framework takes a circular approach, taking into account the feelings of employees and how to view the working environment, and then studies how this feeling and understanding affect their actions.

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< p > the core of this framework is a four step process.

The first step is to determine what capabilities an enterprise needs: what an enterprise wants its employees to do and how they should act.

The second step is to connect these desired capabilities and behaviors with the value proposition of enterprises, so as to set their talents goals.

The third step is to start designing action plans, so as to motivate employees and involve them, and attract, retain and develop employees.

The fourth step is to implement and adjust the process, tools and responsibility system generated by the action plan, so as to achieve excellent and sustainable performance.

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< p > when enterprises have completed all the steps in this framework, there will be a demand pattern with Chinese characteristics.

In China, it is usually necessary to combine personal aspirations with the opportunities offered by enterprises.

In order to retain and train employees in this environment, the talent strategy must be fully considered in the whole process of human resource management (recruitment, retention, localization and training), so as to give full play to the significance of combining the two interests.

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