Exploring How Human Resources Create Business Value Of Enterprises

< p > with the rapid development of economy and the acceleration of globalization, complex market environment poses severe challenges to enterprises.

Enterprises are faced with all kinds of challenges that are faced with the survival and development of enterprises, such as the rising labor costs, attracting talents, the difficulty of allocation and maintenance, and so on. Human resources management, as an important part of enterprise management, is a vital guarantee for the survival and development of enterprises in fierce competition, and plays a crucial role in the development of enterprises.

More and more people of insight realize that the success of strategic pformation of human resources management will determine the future of an enterprise.

How to create new business value through human resources management has become the core and key of strategic pformation.

This article will combine the theories and methods mentioned in the latest published strategic human resources management book to explain the ways and means for human resources to create business value.

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< p > < strong > 1, the current a > HR < /a > the dilemma faced by < /strong > /p >

< p > from the current situation of internal management of enterprises, new technologies and new industries are constantly emerging, production factors reorganizing and industrial pfer quickening, and the upgrading of consumption demand structure, prompting enterprises to pform in the way of management and management. Traditional human resources management still has some limitations and inadaptability. Generally speaking, there are three main points: < /p >

< p > < strong > 1, lack of strategic understanding of human resources management < /strong > < /p >

< p > many enterprises have set up human resource management departments, but their human resources management is also tied up by traditional personnel management, ignoring the relationship with customers, not paying attention to customer needs and market changes, but also inhibiting the creativity of employees.

Traditional personnel management focuses on "control". It mainly stresses people's compliance with the "system", "attendance", "archives", "work records" and so on, while strategic human resource management regards "people" as "resources" and emphasizes "strategy", "planning", "selection", "evaluation", "development" and "encouragement".

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< p > < strong > 2, lack of < a href= > http://sjfzxm.com/news/index_p.asp > < < /a > > modern human resources management system < /strong > /p >

< p > a lot of enterprises still lack a set of standardized modern human resources management system in the construction of the system, resulting in non-standard management in all aspects of human resources management.

The staff can not go up and down, resulting in the rigid wage development of employees, lack of efficient performance appraisal system, resulting in unscientific distribution of income, ununiform examination standards, undetailed examination contents, and inadequate assessment methods. Most enterprises focus on qualitative assessment and neglect quantitative research.

Many enterprises only attach importance to the training process, do not attach importance to the training effect, pay attention to the assessment process, do not attach importance to the application of the examination results and performance improvement.

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< p > < strong > 3, the human resources management department has lagged behind its own construction < /strong > /p >

< p > the human resources department is not clear about its position. Usually, only after the demand of the business department is put forward, can some passive actions be taken.

Lack of research and Analysis on the needs of business departments.

On the one hand, this concept hinders the human resources department to become a strong support for the business sector; on the other hand, the human resources department also loses its momentum of development.

At the same time, these ideas have further brought about a decrease in the input of human resources management, resulting in a serious lag in the construction of human resources management departments.

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In the face of these challenges and problems, enterprises must deepen reform and innovate management so as to eliminate obstacles to the development and mechanism of enterprises and to inject momentum into the development of enterprises, so as to improve the quality and efficiency of the economy and improve the survival and development capabilities of enterprises. P

We must truly set up the concept of "people-oriented" and improve the level and intensity of human resources management and development in enterprises. By attracting, motivating and retaining high performance employees, we should formulate scientific and reasonable career planning and salary and welfare policies, link the rights and responsibilities of employees, and seriously study and solve the characteristics of human resources management in the new era, which is the basic requirement for enterprises to meet challenges and cultivate core competitiveness.

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< p > < strong > two, new < a href= > http://sjfzxm.com/news/index_p.asp > > economy < /a > the challenge of human resource management is /strong > /p >

< p > from the external development environment, in the current enterprise development process, the human resources management of enterprises is faced with a series of new challenges. It summarizes the following points: < /p >

< p > < strong > 1, economic globalization has expanded the content of human resource management < /strong > /p >

P > economic globalization means that the market, ideas, products and ways of thinking are undergoing fundamental changes.

Human resource management needs to create new processes and models to respond to the way of production and collaboration that is suitable for globalization.

The globalized working environment not only needs knowledge and skills to meet the needs of enterprise development, but also requires enterprises to integrate various factors from a strategic height.

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< p > < strong > 2, the normalization of organizational change has increased the difficulty of human resource management < /strong > /p >

< p > the mode of organization and the way of work of employees should be adapted to the changing needs of customers.

Organizational change and innovation become a norm, which makes the relationship between posts become more and more complicated and responsibilities become more and more vague. This leads to the uncertainty of jobs. The positions in organizations change from static to dynamic, from single to complex.

On the one hand, organizations should adapt to rapid changes and respond quickly to customers' needs. They need to constantly shorten the process. But on the other hand, due to the requirements of organizational checks and balances, some processes need not be shortened but extended.

In addition, organizational strategy and change are changing.

How to enhance the strategic management capability of human resources to create competitive advantage is a matter for managers to consider.

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< p > < strong > 3, the change of staff structure has changed the way of human resource management < /strong > /p >

< p > in the new era, staff structure has undergone fundamental changes, and knowledge workers have become the mainstream.

A new triangle relationship is formed by management staff, knowledge work design and knowledge work system.

Knowledge workers have knowledge capital and often pursue personal achievements. They are more independent and independent in the organization and less dependent on the organization. There is a big conflict between personal achievement intention and business goal.

As knowledge workers are less dependent on organizations, more and more full-time employees will start to join freelance teams.

The change of employment conditions and environment makes the term of contract shorter and shorter, and it is more and more difficult to establish a stable workforce.

Therefore, how to establish a new employee loyalty to the enterprise has become another task of human resource management.

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< p > < strong > 4, the socialization of employee interaction has innovated the concept of human resource management < /strong > /p >

< p > the rapid development of Internet and mobile Internet has made human resource management gradually "socialized". The original talents are basically closed within the enterprise and belong to the "enterprise". Today, talents are more socialized and belong to the "society".

Different from the traditional general rules, process flow and hierarchical human resource management, the new management of socialization should emphasize individuality, interaction and immediacy. The carrier of new media is the challenge to the innovation of human resource management concept.

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< p > < strong > three, the change of the role of the human resource manager < /strong > /p >

Under such a background, Sai Di has put forward the proposition of strategic human resource management combined with his own years of human resources management consulting practice. P

The core of strategic human resource management is to believe that the right person is the most important strategic asset of an organization.

There are three changes in the concept of human resource management: < /p >

< p > the role of human resource management is changed from tactical to strategic.

It is emphasized that under the fierce market competition, human resources management is closely integrated with the overall strategy of the enterprise, subordinated to the overall strategy, supporting the overall strategy and serving the overall strategic objectives of the enterprise.

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< p > human resource management changes from sub module construction to system construction.

To improve organizational capabilities, it involves the entire human resource management mechanism and system construction. We should change the past situation of headache and pain, and optimize the human resource management mechanism and system, and build a systematic human resource management system.

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< p > from emphasizing the availability of human resources to the development of employees.

With the rapid change of technology and the expansion of knowledge workers, enterprises must shift the focus of human resource management from the emphasis on usability to the emphasis on development, and establish a human resource management system centered on fostering the core competence of enterprises.

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< p > at the same time, at the same time, it puts forward the direction to change the role of the human resource manager. The first change is to become an expert in human resource management, the second to become a business partner and the third to become a professional service provider for business development.

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< p > < strong > four, the mode of human resources management creating commercial value < /strong > /p >

< p > strategic human resource management.

Strategy plays a very important role in enterprise management.

Organizational capability is the key to success or failure of strategy implementation.

Organizational capabilities include: employee capability, employee thinking and employee work methods and tools.

There is no doubt that strategic human resources departments have an unaccountable responsibility in building organizational capabilities.

It is manifested in the following two aspects: < /p >

< p > < strong > 1, the internal logic of building business development < /strong > < /p >

< p > first, we must have a common language system with the business departments, be able to understand the business department, know what the business needs, know what the strategic objectives of the business are, and how to help achieve the business goals.

Secondly, we should interpret and decompose the company's strategy, pform the strategic objectives of the company into specific action plans of all departments, and at the same time, have an inherent causal relationship between every strategic objective and specific actions of the company.

Finally, we should measure and evaluate the implementation of these action plans to ensure that there is no deviation in the specific implementation of the action plan.

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< p > < strong > 2, the ability supporting system to build the business development needs < /strong > /p >

< p > first, we should know the strengths and weaknesses of enterprises and the direction of improvement by evaluating the existing resources and capabilities of enterprises.

Secondly, we should be good at innovating mechanism, integrate internal and external resources to enhance the short board, and build up all aspects of ability support and guarantee system for business development.

Finally, we should constantly reserve the resources and capabilities that the company needs to meet the potential crises and challenges of the company's development.

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< p > according to the above description, we can talk about the specific mode of human resources to create business value of enterprises as the "1+N" business value innovation mode.

See below in Figure 2.

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< p > < strong > five, conclusion and prospect < /strong > < /p >

< p > faced with all kinds of difficulties and risks in the global economic instability, unpredictable investment environment and social, political and cultural problems, the role of human resource managers as a strategic business partner in the process of strategic implementation will be a prominent trend for a long time.

At the same time, the promotion of human resources as the competence and service capability of strategic business partners, enhancing the return on investment in labor productivity and human capital, strengthening the direct contribution to the operation of enterprises, and supporting enterprises to achieve sustainable development through pformation and innovation have become an eternal topic of human resource management.

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