Comparative analysis of the development trend of human resource management at home and abroad

Eight Trends in the Development of Human Resource Management

China's attention and cultivation of human capital has only a short history of 30 years. However, under the traditional planned economy system, problems such as overstaffing, egalitarianism, nepotism and the absence of incentive and restraint mechanism still plague many enterprises. Reforming and upgrading human resource management has become an urgent task.

Tracing back to the human resource management in China since the reform and opening up, we can clearly see the different development characteristics in three different stages: the reform and opening up since 1978 has made the management of enterprises in China, especially the management of people, enter a market-oriented and hopeful process; The reorganization of enterprise human resources from 65438 to 0998 has promoted the great reform, development and promotion of enterprise human resources. In another 10 year starting in 2008, the human resource management of enterprises in China will fully realize the great development of marketization, standardization and internationalization.

I. From on-site management to off-site management-

Remote management is becoming more and more important.

The development of network technology, the upgrade of modern communication means, the use of wireless communication, e-mail and network conference are becoming the main ways of daily work contact. At the same time, with the expansion of the city and the development of transportation, the workplaces of enterprises are expanding from centralized to point distribution, and the residences of employees are becoming more and more scattered, and home office is further popularized. Working from home is becoming an important development trend of modern employment.

With the rapid development of knowledge-intensive industries, the number of knowledge workers gradually exceeds that of traditional manufacturing and service industries, and the development trend of goal-oriented, performance-oriented and project-centered work is increasingly obvious. The traditional labor and personnel management is mainly limited to the behavior management of employees within the enterprise and during working hours; Modern human resource management has begun to consider all the factors that affect organizational performance and employee performance, greatly expanding the scope of human resource management.

Second, from turbulence to stability and introversion-

Corporate HR tends to be steady and restrained.

In recent years, with the development of marketization, the flow of talents across the country has intensified, especially in the recent 10 year, the phenomenon that talents serve a "unit" for life almost no longer exists.

The large-scale migration of labor force or the rapid flow of talents have also brought severe challenges to the human resource management of enterprises. Because the flow of talents may not only greatly increase the management cost of enterprises, affect the production efficiency of enterprises, but also lead to the loss of customers and the disclosure of business secrets, so that enterprises suffer incalculable heavy losses. Therefore, the competition for talents is becoming more and more fierce. Accompanied by this, the turnover of personnel is also more frequent, the labor market is in seasonal turmoil, and the talent market is in a state of non-strictness.

The Labor Contract Law, which came into effect on New Year's Day in 2008, is a turning point. The implementation of these laws and regulations will accelerate the legalization process of human resource management and gradually realize the transformation from turbulent and disorderly flow to stable constraint. Legalization will greatly change the subjective arbitrariness of management, improve the scientific level of management, speed up the process of China's management, including human resource management, and gradually reach the level consistent with the general rules of international practice.

Third, from relatively low cost to relatively high cost-

The cost of human resources in enterprises has increased rapidly.

For a long time to come, China's economy and society will still mainly face the employment problem. But at the same time, China will also enter a time channel of rising wages. Promoting employment, improving the salary level of employed people, and enabling all citizens to enjoy the fruits of China's economic and social development are the national orientation of maintaining China's sustained and healthy economic development and building a harmonious socialist society, and are also the social responsibilities and arduous tasks that enterprises must undertake.

At the same time, with the increasingly fierce competition among enterprises, especially talent competition, on the one hand, companies that need to introduce talents will provide better conditions to attract outstanding talents, on the other hand, companies should try their best to retain outstanding employees, and the main condition for retaining them is salary and benefits. These two reasons will prompt enterprises to invest more in the design and implementation of salary and welfare projects. In addition to statutory welfare projects, enterprises will also invest more and more to establish independent welfare projects. Comparing with each other in this way will make enterprises invest more and more in salary and welfare, and the labor cost will be higher and higher.

Fourth, from self-sufficiency to division of labor and cooperation-

Human resource outsourcing has gradually become a trend.

In the past, the human resource management of enterprises in China always sought to be large and comprehensive, perhaps because of the "particularity" of the nature of work. Generally speaking, they hope that everything belongs to Dont Ask For Help, and that "reliable" people will do their own things well. But now the situation has changed, the concept has changed, and human resource outsourcing has appeared. Its essence is to reduce costs and improve efficiency, so as to effectively adapt to the external environment, make the operation of human resources and institutions more lean, flexible and efficient, and realize the sustainable competitive advantage and strategic objectives of enterprises.

Outsourcing refers to entrusting an organization's human resources activities to a professional organization outside the organization. The basic management work is transferred to the socialized enterprise management service network, such as complex transactional work such as file management, social security, professional title evaluation, and work with low knowledge content, and gradually transferred from the internal human resources department of the enterprise, while professional functions such as job analysis, organizational design, recruitment training and performance appraisal are handed over to external management consulting companies.

In developed countries and multinational enterprises, human resource outsourcing has become a trend. China enterprises will follow suit, from self-sufficiency to more emphasis on division of labor and cooperation.

Verb (abbreviation for verb) transitions from manual to automatic-

The informationization of human resources is accelerating.

Informatization is an important means to realize effective management and strategic management. Information technology system can solve the problem of the collection and sharing of explicit knowledge. The application of new information technology, especially the popularity of the Internet, has accelerated the process of enterprise informatization in the 2/kloc-0 century.

Global economic integration has intensified the competition among enterprises, and the concept of human resource management has also undergone great changes. People gradually realize that in order to gain a unique competitive advantage, human resource management must change from a transactional role to a strategic partner role. The application of information technology in the field of human resource management meets these needs of enterprises in time.

With the development of knowledge economy, the informatization of human resource management has become the focus of enterprises' attention. By introducing the human resource management software system, the enterprise has established a comprehensive human resource platform and realized the optimization of human resources and the modernization of management. At present, accelerating informatization construction has become the focus of China enterprises, and personnel information management, salary and welfare management, post management, employee training management and total performance management have been incorporated into the complete human resource management system of enterprises.

VI. From division to reunification-

Regional cooperation leads to the formation of human resources circular economic circle

Today is an era that emphasizes internationalization and strategic management. In the process of globalization, regional integration is strengthening. For example, in East Asia, China, Japan and South Korea are facing the same challenges in human resources market, employment model, talent system and cultural concept, and are realizing similar changes and gradually moving towards integration. At the same time, humanism and harmonious ideas in East Asian culture are gradually merging with American-style human resource management system and technology. Therefore, whether in the United States, Japan, South Korea or China, the overall trend of human resource management under the background of globalization is to accelerate integration.

Ministry of Human Resources and Social Security is a newly established country, aiming at giving full play to China's advantages in human resources, further liberating and developing productive forces, coordinating the personnel management of government agencies, enterprises and institutions, integrating the talent market and the labor market, establishing a unified and standardized human resources market, promoting the rational flow and effective allocation of human resources, coordinating employment and social security policies, establishing and improving the service and security system from employment to pension, truly forming a national human resources management and development system, and promoting the regional integration of human resources competitiveness.

The establishment of a unified and standardized human resources market will break all existing barriers and obstacles, including regional and industrial barriers. Regional cooperation will lead to the formation of circular economic circle, including the accelerated formation of human resources circular economic circle. In fact, this kind of cooperation has appeared in many areas of China, and is gradually increasing and strengthening. For example, the Yangtze River Delta and Pearl River Delta, the economic belt in the middle reaches of the Yangtze River with Wuhan as the center, and the circulation mechanism of human resources or personnel cooperation in the Bohai Rim, the west and the northeast.

Seven, from domestic competition to international competition-

A big labor country is transforming into a strong human resource country.

With the rapid development of China's economy, there are many new characteristics of human resources. On the one hand, the birth rate is decreasing, on the other hand, the aging population is increasing. In the coming 10 year, enterprises in China will face the shortage of HR, and will focus on building a powerful country with human resources instead of emphasizing the scale of labor and cheap advantages.

Globalization has made the global market more and more closely linked, multinational corporations have become the leading force in the world economy, and strategic alliances and virtual organizations have become new important organizational forms. Accordingly, the boundary of human resource management has changed from clear to vague, from closed to open, and international human resource management and flexible organization human resource management have become new fields of human resource management.

Breaking through traditional national boundaries and enterprise boundaries, cultivating global concepts and the spirit of competition and cooperation, and implementing effective cross-cultural management will become the challenges that China enterprises must face in human resource management. In this process of continuous integration, promotion and dynamic evolution, how to combine various theories and models with China's management practice, so as to realize the transformation of China from a big labor country to a powerful human resource country.

Eight, the transition from general to occupation and specialty-

The professionalization and specialization of human resources have been further strengthened.

The emergence of human resource value and the promotion of its status make human resource management a hot business, which also puts forward higher and higher requirements for human resource managers themselves.

The content of modern human resource management has broken through the traditional closed system and is constantly innovating. Not only do people's ideas need to be changed, but they also need to have many quality characteristics and technical means. Human resource management is the most practical knowledge, but the reality is going to extremes: many people who are engaged in management don't know theory, and those who know theory basically don't engage in management, so there is a huge space for combining theory with practice.

Relevant research shows that the main responsibilities of an excellent human resource manager can be manifested in four roles: first, it requires personnel management experts to be familiar with the personnel management procedures of institutions or enterprises and understand the relevant government regulations and policies; The second is the role of business partner, which requires familiarity with the organization's business, participation in making business plans, handling problems and ensuring the effective implementation of business plans; Third, the role of a leader needs to exert influence and coordinate and balance the relationship between the requirements of organizations and departments and the needs of employees; The fourth is the role of change promoter, which requires assisting organizations and their managers and providing strong support for organizational change in human resources and conceptual schemes.