Interpretation Of HR Manager's Career

　　 Career path All roads lead to HRD

HR workers are often consulted by the author, through which channel can grow into HDR, and I want to know how to prepare for HRD in the future.

In fact, in regard to the development passageway with HRD position as the target, in the past thousand years of HRD resume that I have read over the past eight years, there are promotions from recruitment positions, promotions from training positions, promotions from performance pay positions, promotion from HR-BP (HR business partner) posts, transfer from administrative positions, transfer from assistant positions of directors, transfer from business management posts, and recruitment from HR consulting companies. It can be said that there are all kinds of backgrounds. Therefore, facts tell us that "all roads lead to HRD".

　　 Recruitment and performance: professional modules that must be proficient in HRD development

To start with the end, the most important concern of the boss is the problem that HRD needs to study. The author summarizes and analyzes the recruitment needs of various types of enterprises HRD or HRVP Posts received over the years, especially those obtained from interviews with business owners. There are two core concerns: first, recruitment and two performance.

For a long time, recruitment is the top priority of enterprise HR. Even in many people's minds, HR equals recruitment. I heard several times that the boss complained about the former HRD that "people can't recruit and do HR". Obviously, recruitment is regarded as a qualified standard. Therefore, on the road to HRD's growth, we must first cultivate ourselves as a recruitment expert, which can not only effectively establish a smooth recruitment channel, but also select and deploy suitable talents for key positions. The latter is directly related to the success or failure of enterprise strategy. At present, many small and medium-sized enterprises, once they find favorable competitive opportunities, will quickly enter the expansion stage. The recruitment ability of HRD has become the primary goal of enterprises.

The essence of an enterprise is to pursue profits, and the acquisition of profits is closely related to the level of surplus value created by internal employees. Therefore, how to improve per capita efficiency is always the most important thing for bosses. And our HR is not responsible for the performance management. Is it a reasonable system setting that motivates the employees' work motivation and creates higher benefits for the enterprises? As for our tricks are carrot or stick, so long as the performance goals are achieved, the boss is willing to try. This is why so many foreign performance management tools imported from abroad, though of great value, are also important reasons for our business owners to take orders. Similarly, the HRD who has the ability to help the boss solve this problem must get the fastest salary increase. Therefore, the key to solve the key problem is the hard truth.

　 Directional accumulation recruit Post with performance professional experience

Based on the above analysis, if we need to accumulate experience in recruitment and performance management and grow into relevant professionals, there are usually several common paths to choose from.

First, the recruitment manager or performance manager position of large and medium-sized enterprises. There are usually two types of people who are relatively easy to successfully apply for or transfer to such posts: one is the same sequence of experience, for example, the recruitment manager is promoted to the hiring manager, the performance manager is promoted to the performance manager, or the recruitment manager of small and medium-sized enterprises, because of the excellent ability to apply for the recruitment manager of a larger enterprise, or the senior consultant of a headhunting company as a recruitment manager. The other is the transfer of internal staff, such as the original human resources management of a module for two or three years, outstanding performance, hoping for internal job transfer, and a certain job placement basis, which can be used as a way of retaining talents, and transferred to a performance manager or recruitment manager position for personal expectations.

The two is the HR-BP position of large enterprises, the regional human resource manager position of medium-sized enterprises, and the human resource manager position of molecular companies. In this kind of post work, the modules of HR will usually be relatively fully exposed, and when implementing new modules of the modules at the headquarters of the group, they will be directly linked to the front-line as the specific executors, and the experience of solving the problems is relatively rich.

The three is the Consultant position of human resources consulting company. At least two years' experience in HR consulting company project, we can systematically learn some professional knowledge of human resource management modules, and such qualifications will also be a bridge for HR managers or relevant managers to enter large companies. Of course, consulting firms' professional standards and project difficulty are also a deeper determinant.

　　 HRD Promotion channel

Although all roads lead to HRD posts, there are no more than two promotion channels, internal promotion and external application.

Internal promotion focuses on accumulating trust.

The author has made a careful analysis and found that there are no congenital advantages in professional background. For example, you are not graduated from human resources, or your career has not started from human resource work, or even been transformed into human resources after many years of other jobs. These situations are most suitable for internal promotion channels. Because the most important thing in internal promotion is trust.

For example, a friend transferred from administrative work to human resource manager, and then transferred to Group HR Director, who is now vice president of human resources in the group. What is his experience worth learning from? I find that his successful experience is very similar to the Action and Reaction experiments we have studied in physics. In short, he first put 100% understanding and support to the boss in action. After some tests and tests, the boss gave him back the priceless trust, and the more powerful people came from trust. Concretely speaking, he always puts the intention of understanding the boss in the first place in his work, whether it is face-to-face confirmation or later efforts to make up the information from other channels. So, when a meeting is held, the boss makes a plan to say something to the boss. He usually reflects what the boss wants at once. Then, when someone else will have different opinions or dissenting voices, he will help the boss to speak next and make reasonable suggestions. Like us, the boss is also a person, and there is a strong need to be understood, accepted and supported. Moreover, whenever the company seeks new development, implements new plans and implements new ideas, all aspects of the boss are faced with great resistance. Moreover, he is commendable that besides his attitude support, he will spare no effort to work hard and carry out conscientiously after the meeting. So he finally gained the trust of his boss. In the face of trust, how the background is no longer important. This is the highest political wisdom. External application depends on the matching of experience.

If you want to apply for the outside world, it is a cross platform promotion. At this point, the two sides often have no knowledge of each other, and there is no emotional factor of trust. They can only see the matching of their experience and ability with their job demands. Therefore, cross platform competition will encounter more opponents, and the other side will be more fussy. But generally speaking, successful cross platform promotion still has a regular pattern to follow. We briefly summarize the principle of "similarity maximization" briefly.

For example, a senior manager of human resources in a business unit of a large enterprise has consulted the author when she converted the work, because she saw many opportunities and hesitates, and at that time there were two platforms that she felt the best. One is the position of director of human resources in a moderately developed medium-sized enterprise, and another is the position of director of human resources in a rapidly developing enterprise. From the information I heard at that time, the feedback I gave her was that the latter seemed more matched. The reason is that the second companies are the same as her existing company. The size of the staff is similar to the size of the business unit she is currently managing. This will enable her to accumulate experience and resources, experience and effective management of performance and culture, and the company is still growing, giving her enough room to grow. Just as the initial prediction, at the same time, the second companies first gave her a notice of employment, and the first one was still considering it, hoping to further increase communication and compare with other candidates. She finally rejected the first invitation to continue the process and chose second. As a matter of fact, the boss of the first company is also familiar with the fact that the boss's feedback is: "good ability is a good alternative, but I am not sure about the controllability of our platform." It's not ideal, but it can continue to communicate. "

From this case, it is easy to see that when the cross platform develops, the other party's priority is the matching of experience, because external recruitment is usually attracted by the remuneration of the other party, which is higher than the internal salary increase. The equivalent requirement is "coming to solve the problem". So, in turn, we return to the problem of directional accumulation of experience mentioned above. We should also consider the problem in the end and consider how to accumulate for the coming important jump. For example, if you are a recruiting supervisor in the first place, and the second is hiring manager, when you want to change third, you will be able to find your job manager or recruitment manager. You may even have a hiring manager or Senior Recruitment Manager for a substantial salary increase, but the chances of success in applying for a performance manager are too small, and the possibility of hiring a human resource manager in a small company is very large. Of course, if you look at the position of senior recruitment manager on the part of money, your fourth job may be recruiting director, then you may have to go down this road, whether you like it or not, it is very difficult to turn to other modules. The fundamental problem lies in the fact that it is difficult to achieve the experience of transferring modules to other modules through cross platform channels. Of course, the exception is that the company urgently needs to solve the problem just like the module you are good at, for example, a friend of mine has been promoted and developed along the training sequence, and later became the training director of several companies. Recently, he went to a company as vice president of human resources, because that company urgently needed to solve the corporate culture problem. For example, a HR friend had been recruiting before, and then caught up with a fast-growing company to expand. She then recruited her to do HRD.. She later developed with the company, and the company had already sprint on the market.