Changes faced by human resource management in the Internet era

The National People’s Congress Management and Control Class believes that the changes faced by human resource management in the Internet era

(1) Changes in the concept of human resource management.

Traditional personnel management is basically daily routine work, focusing on local links and daily affairs. It is the so-called "service department". The traditional personnel management process includes three links: "entry, management, and exit". The management process emphasizes things and ignores people, and the transfer of people in and out is regarded as the central content of management activities. The management process is greatly influenced by politics. It emphasizes following arrangements and denies individual needs and personality. It stifles the enthusiasm and creativity of workers and greatly restricts productivity. Traditional personnel management does not have direct contact with the market and customers, nor can it actively develop and create benefits. Therefore, traditional personnel management is introverted and closed. Its management content is nothing more than recruiting new people, filling vacancies, and achieving appropriate personnel. In the Internet era, human resource management pays more attention to the balance and coordinated development of supply and demand of human resources in the entire society. It is a strategic management activity related to resource allocation. In the Internet age, the human resources management department actively coordinates with other departments to jointly create benefits for the enterprise. It emphasizes people-centeredness. In addition to the work content of traditional personnel management, it also has functions such as work design, planning work processes, and coordinating work relationships.

(2) Changes in the form of human resources organizations.

The development of the Internet has changed the traditional top-down communication method. Due to the convenience of information communication and processing, the company's management levels have been greatly reduced, and flat and matrix organizational structures have become the organization of most companies. Architecture patterns; project teams and online collaboration become the most common and effective ways of working; virtual managers become part of the company's workforce.

In the traditional pyramid organizational structure, the emphasis is on command and control and the clear description of employees' tasks, so the organization's expectations for employees are clear; employees' promotion routes are also vertical promotions; human resources All information on resource management is concentrated at the top management of the organization. In contrast, the organizational structure of the Internet era places more emphasis on empowering employees and organizing authorized employees into working groups; the organization encourages employees to expand their work content, assume more responsibilities, and improve employees' versatility and flexibility. .

(3) Changes in human resource management functions.

1. Changes in recruitment.

Traditional personnel management is basically a kind of business management, and the major decision-making power of personnel is concentrated in the administrative department, so enterprises have complete autonomy in employee recruitment. Recruitment activities in the Internet era are actually electronic recruitment processes. Electronic recruitment refers to the process in which the human resources management department releases recruitment information through the Internet or intranet, and after information processing, initially determines the candidates for the required positions. It has become an important way and means for human resources recruitment. The Internet has made enterprise personnel demand information public information, and enterprises can conduct extensive talent searches without leaving the office. Computer network recruitment mainly includes several links such as attracting talents, analyzing talents, contacting talents, and finally reaching an agreement. These links are completed through online information release, online talent evaluation and classification, online contact or email, and the use of some management software for talent recruitment to handle related matters. Computer network recruitment takes advantage of the "global, interactive and real-time" characteristics of the Internet. It can send recruitment information to applicants at any computer terminal without being restricted by time or geography. Applicants can also contact the recruiting company anytime and anywhere. Get the latest information you need.

2. Changes in training.

In terms of training, due to time and transportation constraints, traditional training usually selects a period of time, concentrates employees indoors or outdoors, and exposes employees to information. Moreover, traditional training involves gathering training personnel or sending trainers to various places to provide guidance, which consumes a lot of manpower, material and financial resources. In addition, there is a limit to the number of students a trainer can coach at one time.

In the Internet age, training resources are extremely abundant. Encouraging employees to make full use of Internet resources for on-the-job training has become a training direction for many companies. Corporate training in the Internet era breaks the limitations of traditional training. Employees from all over the country can use computer networks to receive off-site training locally without being physically present. The company publishes the training content on the company's internal website, and employees can find training content that suits them on the Internet and learn independently according to their own needs, regardless of time and location, to broaden the depth and breadth of knowledge and skills. Employees can discuss and communicate online, and companies can also provide online troubleshooting.

3. Changes in performance appraisal and communication convenience.

In terms of performance management, the network brings distant distances closer, and supervisors can quickly see the work feedback regularly submitted by subordinates from all over the world. Employee assessment and work reporting are also implemented online. The online evaluation system inputs the evaluation data of all the company's employees in real time. Its powerful processing function can issue various analysis reports to provide timely basis for the company's management. In traditional personnel management, communication between superiors and subordinates is mainly through face-to-face conversations. Although this kind of communication has advantages, it also has its disadvantages, because sometimes employees’ opinions may embarrass their superiors. In order to avoid this embarrassment, employees and superior managers often cannot express their views and ideas to their heart's content. Most of them are just formalities and cannot solve practical problems. They often fail to enable employees to make practical and effective suggestions.