Five Practices In Human Resources Management Make Work Better.

< p > < strong > the first discipline: define the value orientation of human resources department < /strong > < /p >

< p > < a > href= > http://sjfzxm.com/news/index_q.asp > > /a > value orientation of human resources department is the first practice of human resource manager.

The value orientation of human resources can also be regarded as the mission and vision of human resource management and human resources department.

< /p >

< p > you must ask yourself: what is the position of our department in many departments of the company? What is the position of human resource management? What role should we play in the formulation and implementation of the company strategy? What role should it play? What goals should be achieved? < /p >

< p > in a village, there lived a wise old man who came to consult him for any difficult questions in the village.

< /p >

< p > one day, smart and naughty boy tried to embarrass the old man deliberately.

He caught a little bird and held it in the palm of his hand. He ran to ask the old man, "Grandpa, I heard that you are the most intelligent person, but I don't believe it."

If you can guess if the bird in my hands is alive or dead, I will believe it.

< /p >

< p > the old man gaze at the child's cunning eyes, and has a good idea. If he answers that the little bird is alive, the child will secretly stiffen and strangle the little bird. If he answers that he is dead, the child will open his hands and let the little bird fly away.

The old man patted the child on the shoulder and said with a smile, "this little bird's life and death are all yours!" < /p >

< p > each person's future and destiny, like that little bird, are completely in your own hands.

If you go to school, employment or entrepreneurship, you will succeed if you work hard.

< /p >

< p > a philosopher said, "life is a series of decisions. Everyone's future and destiny are completely in his own hands. As long as we work hard, we will succeed."

< /p >

< p > as the old man said, "the life and death of this little bird is all yours". The future and destiny of a person, a department and a company is just like that little bird. It is in your own hands. The human resources department and the human resource management in the company's future and destiny are also in the hands of the human resources manager.

You choose the fostering of the company's core competencies, the implementation of the company's strategy implementation or others, depending on your own.

Because the value orientation of human resource management will determine the human resources strategy, human resources action plan (human resources plan and financial budget) and human resource management process that you will then formulate.

< /p >

< p > < strong > second disciplines: formulate the company's human resources strategy < /strong > < /p >

< p > in order to get long-term success of the company, the company's strategy will undergo drastic changes at some point.

In that case, HR managers should contribute to the high quality human resource management output and contribution beyond customer expectations.

In many cases, long-term success may require something that our current customers are not aware of, but the fact is that it can not provide what a line manager requires in the short term for long-term needs.

< /p >

< p > when a company is in pition, a real problem arises, that is, how the human resource management process supports this pformation in mode, which must exceed the short-term satisfaction of line managers and customers.

Therefore, we should have a clear understanding of the medium and long-term strategy of the company, which will enable us to understand our potential output and contribution.

< /p >

< p > the first step to establish the linkage between human resources and company strategy is to understand the core of enterprise strategy, which enables the company to fulfill its mission for itself.

< /p >

< p > however, for many enterprises in China, this is nothing less than forcing the people to be in trouble. "Our company has no strategy at all," but you are wrong.

Your company may not have a standardized, formal and clear strategic text, but you can get a series of strategic arrangements through the company's budget, boss's talk, company's annual planning documents, etc.

< /p >

< p > once we have defined long-term goals and 35 high level strategies that we can achieve, we will be able to identify human resources strategies that truly support company strategies.

< /p >

< p > so you may have identified 20 to 25 human resource strategies. Therefore, you need to integrate so many strategies. Through the analysis of the contribution of these human resources strategies to the company strategy, three or five high-level human resource strategies will be finally determined, which is the company's human resources strategy.

< /p >

< p > there must be two synchronization in the formulation of human resources strategy: first, to synchronize with company strategy; two, to synchronize with human resources execution plan.

< /p >

P has completed these two disciplines. Congratulations! You have preliminarily completed the pformation from a human resource manager to a strategic human resource manager.

< /p >

< p > < strong > third disciplines: the establishment of human resources KPI < /strong > /p >

< p > constructing the Balanced Scorecard of human resource management (BSC), improving the output of human resources management, establishing KPI of human resource management is the third practice of human resource manager, and this is also the execution plan of human resource strategy.

< /p >

< p > only by knowing who is the main customer of human resource management, what these customers need and how to maintain close contact with customers for the interests of the company as a whole and improve their service level, the value of human resource management process can be effectively improved.

< /p >

< p > British Jonathan Smalanskiy pointed out that it is best to start with the diagnosis process and find out the strengths and weaknesses of the company through SWOT analysis, find opportunities for improvement, and identify the threats that will be brought to the company's strategy if no improvement is made.

< /p >

< p > we must know that human resource management processes are highly interdependent among different modules. For example, if we change the method or proportion of remuneration linked to performance, we will inevitably have an impact on other human resource management processes.

< /p >

The work after < p > SWOT is to set up the four dimension KPI of short and long term balanced scorecard.

The process of making KPI itself is a process of improvement and improvement, so this work needs to be worked out by the human resources practitioners responsible for the output.

When thinking about the four dimensions of KPI related to output, customer, operation process, and self learning growth, you have to rethink or even take a new position in your work. You have to believe that your personal behavior is directly related to the strategic realization of the entire company.

< /p >

< p > KPI, once formulated, it is necessary to embark on a plan for improving the output of human resources management, which includes resource allocation plan and budget plan, including HR process reengineering, HR outsourcing and adjustment and optimization of human resources department, human resource management post and personnel replacement, and human resource management ability and human resource manager's ability to implement human resource strategy.

< /p >

< p > < strong > Fourth disciplines: HR process reengineering and outsourcing < /strong > /p >

< p > in Chinese enterprises, the main obstacle of the human resource management output improvement plan is to provide daily services in the existing state. The reason is simple. The resources available can be put into daily work. Even if people want to implement the output improvement plan, they can not get away from the administrative work at the same time.

Therefore, it is necessary to carry out HR reengineering and moderate HR outsourcing.

< /p >

The management, development and company strategy and core competence of the company can not be fully excavated. This is nothing but the waste of the important resources of the enterprise. Therefore, the company strategy and the core competence of the company have not been effectively implemented and cultivated. At the same time, if the internal management of the enterprise can not adhere to the unified management rules, it will inevitably lead to unsatisfactory management flow and low efficiency, thus increasing the complexity and internal friction of management. Finally, if there is no support from the information system, it will be difficult for the executives to get timely and accurate human resources information, especially between the human resources and the enterprise. < p > if the enterprise still uses traditional way to provide the output of human resources management, managers will no longer be limited to the management of things for a long time, and there is no more energy to consider the right people.

< /p >

< p > it can be said that human resource management of enterprises can realize informatization and HR reengineering, or their functions will be weakened relatively.

< /p >

< p > HR managers should learn to concentrate on carefully selected core competencies, that is, to focus on skills and knowledge that really differentiate them from competitors.

By outsourcing some important and not core business functions to the outside experts, the company can increase the whole operation of its company to the highest level in the world, and the cost required is equal or even reduced with current expenditure.

At the same time, some huge investments can be saved.

< /p >

< p > because human resources strategy establishes the priorities of human resources management, so it is able to identify which human resource management processes can be outsourced, and consciously concentrate limited resources on these priorities.

< /p >

< p > < strong > fifth disciplines: Department reconfiguration posts and personnel < /strong > /p >

< p > improvement of human resources management output plan requires the reengineering of human resources, the introduction of e-HR system and the inevitable result of outsourcing of part of human resource management functions, which will inevitably require corresponding adjustments and changes in the human resources department.

< /p >

< p > Ulrich pointed out: "when rights and authority become the criteria for measuring human resources work, there will be two kinds of human resources providing mechanisms: corporate level and first-line level. But when creating value becomes the focus of human resources, there may be three types of other supply systems: service broker, service center and expert consulting center."

< /p >

< p > KPI, the "learning and growth" dimension of the Balanced Scorecard of human resources management, has also put forward new requirements for the competitiveness of human resources and the ability of practitioners in human resource management.

Therefore, the last point that can not be ignored is that if you do not make any adjustments to the existing HR staff, you will hardly be able to achieve fundamental success in improving human resources output.

Their resistance or weak skills force you to adjust some of your improvement team members.

< /p >