Five Strategies For Human Resource Management

< p > what is "strategic human resource"? Despite the fact that everyone has a lot of words, it is not only the word "strategy" but also the selling of dog meat. In fact, the six modules can be different. How many of the contents of the six books can be found? < /p >

< p > strong > 1, what is strategy < a href= "http://www.91se91.com/news/index_c.asp >" human resource management < /a > < /strong > /p >

< p > strategic human resource management is based on the strategic objectives of enterprise development, based on business planning and business plan, and taking the qualification management system as the core. Through the planning and implementation of organization and position, performance management, salary management, knowledge management, and career management, we have planned, focused and targeted management of human resources in enterprises, so as to achieve the goal of providing timely human resources support for enterprises to achieve strategic goals.

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< p > the starting point of strategic human resource management is the strategic objective of enterprise development.

Only when we have a clear idea of the specific goals of a business development strategy at a certain stage can we clearly know what specific work we are doing at this stage: when and how to provide enterprises with human resources.

It's like shooting a movie and watching the script of the movie. We just know what the content of the movie is, what resources we need to make the film, including human resources, such as directors, drama, equipment and other staff, and the most important actors. With such a standard, we can make a film crew to complete the filming.

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< p > the biggest difference between strategic human resource management and human resource management we usually know is that strategic human resource management takes the development strategic objectives of a certain stage as the starting point. The focus is on what kind of people the enterprise needs to grasp the opportunity to achieve strategic goals. In general, human resource management takes the current situation of human resource management as the starting point, and focuses on the way to solve the existing problems.

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< p > the foundation of strategic human resource management is based on the business plan and business plan of enterprise development < a href= "http://www.91se91.com/news/index_c.asp" > strategic target < /a >.

The strategic objective of enterprise development must be linked to the current work of the enterprise through business planning and business plan, so as to truly land.

Business planning and business plan plate the strategic objectives of the company into specific resource requirements, including human resources.

It's like having a shooting plan. We only know when to shoot and what kind of actors we need to play. When we know what scenes to shoot and what kind of actors we need, we will find out where such actors are and when the actors must be present to produce the required scenes.

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< p > the core of strategic human resource management is qualification management.

What is the qualification? Qualification is the standard of conduct and ability to perform duties. This standard is determined by the content of business planning.

This is just like the various roles assigned in the shooting plan, what the actors do, what the lights do and what the actors play, is determined by the script and the scene. Only with this criterion can we know what kind of actors will be able to make good movies.

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< p > strategic human resource management is to realize the planned management of enterprise human resources through < a href= "http://www.91se91.com/news/index_c.asp" > qualification management < /a >, organization and position management, performance management, salary management, knowledge management and career management.

The qualification management determines what kind of person the enterprise needs, and organization and position management is to carry out the work of what kind of organization the people need. The performance management is the management and evaluation of people's work process and results. Salary is the determination of human work achievements, and the experience and lessons formed in the enterprise operation activities are pformed into the employees' ability through knowledge management to promote the development of enterprises. Career management is a blueprint for career planning for employees, guiding employees to grow up diligently, and through the staff career planning, the training way, training mode, growth speed and evaluation standard of the enterprises need to be defined.

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< p > the most important task of strategic human resource management is to provide timely and critical personnel needed to achieve strategic goals for enterprises.

This is just like the actor who plays the main role in the movie. He has to go to the stage as planned. The main actors are not in place, and no substitute is found.

What are the standards for key talents? This standard is determined by the different stages of the specific strategic development goals and implementation. That is, the talent standard is determined by the specific task: the research and development stage of the basic technology, the key personnel who master the core technology, the stage of the technology application, the stage of product development, the product manager with the insight of the market, the key talent, the marketing manager with the ability of channel development is the key talent, and after the development of the company to a certain stage, the outstanding management personnel are the key talent and so on.

Here, we should pay special attention to "timely". After all, business is not a film, and the key talent is not like a movie actor.

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< p > How can the key talents of enterprises be obtained? How can they be recruited, able to fight and win? This needs to be achieved through the strategic human resource management system.

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< p > strong > two, what is the strategic human resource management system? < /strong > < /p >

< p > strategic human resource management system is a human resource management system consisting of organizational structure and position system, performance management system, salary management system and knowledge management system based on the construction of the qualification system based on the company's strategic target planning, and realizes the strategic goal of human resource management through the planning, construction and daily work of the post qualification system, organizational structure and position system, performance management system, salary management system, career management system and knowledge management system.

As shown below: < /p >

What is the relationship between < p > strong > three and the components of strategic human resource management system < /strong > < /p >

< p > there is a close logical connection between the components of the strategic human resource management system, which is complementary to each other and mutually used. The strategic human resource management system with corporate identity is called "five sons", as shown below: < /p >

< p > 1, qualification management system < /p >

< p > the qualification management system is the core of the strategic human resource management system.

As mentioned above, the most important task of strategic human resource management is to provide timely and critical personnel needed to achieve strategic goals for enterprises.

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< p > talent is a concept of aggregation, and it is also an individual concept.

Because the members of an enterprise should first be a team. Only by forming a qualified team can we fundamentally guarantee the realization of the strategic objectives of the enterprise. The strength of the team can make up for the deficiency of the individual to some extent; the team is composed of a group of members, and the members of the team can undertake their roles individually, which is the minimum standard.

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< p > when it comes to talents, the first thing we have to understand is the standard of talents.

What aspects of talent standards should be defined? < /p >

< p > quality. What kind of talents are the talents needed by the company? First, meet the corresponding standards of qualification, and second, the employees of the company.

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< p > two is the quantity, the stage of the development of the enterprises, the size of the business, the size of the corresponding talents, and the corresponding relationship between the scale of talents and the scale of business.

Too much talent does not necessarily lead to the simultaneous expansion of the scale of enterprises. On the contrary, the scale of enterprises can not accommodate and digest redundant talents, resulting in the waste of enterprise resources. Talent is seriously insufficient, and enterprises do not have enough ability to seize opportunities and fail to achieve the desired scale.

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< p > three is structure, what kind of business structure will be developed at the stage of development, and the scale of business structure and corresponding business determines the structure of enterprise talents.

Talent structure can not be seriously unbalanced, otherwise it will affect the realization of enterprise goals.

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< p > through the qualification management system, enterprises set the standard, quantity and structure of talents needed for the development of enterprises. Through remuneration, training, career management and other ways, they can provide enterprises with qualified personnel who meet these standards, corresponding quantities and structures, and ensure that these people can create performance that is in line with expectations, which is the fundamental task of human resource management.

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< p > 2, organization and position system -- Tai Zi < /p >

< p > organization and position management system, in the end, is the allocation of enterprise resources.

The allocation of resources determines the utilization and efficiency of resources, determines the process and results of performance.

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< p > enterprise's allocation of enterprise resources is achieved through the organization of human beings.

The design and planning of organization and position system have established a real career passage, so that the career planning of employees can be pformed from a beautiful landscape to a real step, and can be achieved through hard work. The establishment of career passages, while solving the problem of employee career development, outlines the channels, ways and standards of talent acquisition, training and evaluation, and further stimulates the efficiency of enterprise resource utilization through strengthening the salary system.

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< p > 3, performance management system - whip < /p >.

< p > performance management system is the bearer system of enterprise strategic objectives, and it is the evaluation standard of enterprise resource utilization and efficiency.

Anticipation of business results determines the standards, structure, quantity and rewards of employees.

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< p > 4, salary management system - ticket < /p >

< p > salary must reflect the value orientation of enterprises, while the performance goal is the concrete embodiment of enterprise value orientation. Therefore, the corresponding relationship between pay and performance must be established.

Salary is a prerequisite for enterprises to achieve performance, and performance determines the final standard of enterprise pay.

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< p > 5, knowledge management system -- stool < /p >.

< p > knowledge management system includes several parts of enterprise knowledge creation, collection, collation and application. What knowledge should be collected by enterprises? Not all knowledge of enterprises, we must collect, collate and apply them. We should pay special attention to those knowledge, experience and lessons that have close ties and important influence on our outstanding performance, establish knowledge base of enterprises, make full use of knowledge base of enterprises to conduct staff evaluation, screening and training, so as to support career management and create excellent team.

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< p > 6, career management system - ladder < /p >

< p > career management, combined with qualification standards, organizational structure and job system planning, performance objectives, to plan and manage the corresponding relationship between posts and job qualification standards, with performance as traction, salary support and knowledge management as a means, guiding staff through the progress of career paths, and managing the ways, methods and speed of talent growth.

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< p > < strong > four, what is the relationship between strategic human resource management system and enterprise strategy? < /strong > /p >

< p > strategic human resource management system is an integral part of enterprise strategic management and closely related to enterprise strategy.

To build a strategic human resource management system, we must have the following basic conditions: first, enterprises or organizations have clear and enforceable strategic objectives.

It's like a person with a goal. He knows where to go, whether to go faster or slower, and what to bring.

Secondly, human resources are involved in the strategic decision-making process, and strategic human resources must undertake strategic responsibilities. They are part of the strategic objectives themselves. It is very difficult for them to accurately understand and grasp the position of human resources in the strategy without participating in the strategic formulation process and not participating in decision-making. It is difficult to understand the relationship between the remaining components of the strategy and human resources, and human resources can hardly become an integral part of the company strategy, and it is also difficult for them to assume strategic responsibilities.

Finally, it is clear that the relationship between human resources and business systems, human resources and business systems complement each other, is a two sides of the two sides, division of labor and cooperation, in order to ensure the effective operation of the strategic human resources management system, in order to form effective support for the realization of the company's strategic objectives.

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< p > < strong > five, what is the relationship between strategic human resource management and current human resource management? < /strong > < /p >

< p > strategic human resource management system is for the current human resources management, it is the direction of work for the current human resources management, so that the daily work is not blind.

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Under general circumstances, we will solve the current problem as the priority task of our work. After dealing with the real contradictions, we should devote more efforts to study the company strategy and plan for the long-term work of human resources. P

It is not wrong to focus on the solution of immediate problems.

The key to the problem is that we always focus on the immediate problems, and we lose our way.

Not only that, while we are still losing our way, we can not recognize what is really important. We have spent a lot of time and energy, but have done nothing.

It's like driving. If we keep looking at whether the front is in the right place, we will have to constantly turn the steering wheel to correct the direction. We are confused by ourselves.

Under normal circumstances, we did not deliberately look at the location of the car while driving, but looked at the way forward. We had a good control of the direction and speed of the car.

The same is true of strategic human resource management. We look at the immediate problems from the needs of the development of the company, grasp the direction more easily, grasp the essence of the problem more easily and solve the problem fundamentally.

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