The necessity of human resource capitalization in talent recruitment and talent use

Human resource capitalization is a method of recording the cost of human resource expenditures of an enterprise as assets, and it is considered that the final recognized value is the enterprise's human capital stock. Human resource management is the process of realizing the capitalization of human resources, that is, through the "activation" of human resources, turning them into human capital and social capital that can be directly put into production, thereby creating and maintaining sustainable competitive advantages of the enterprise.

As an important social and economic resource, human resources also have limited characteristics, and there is a contradiction between limited supply and unlimited demand. The fundamental way to resolve this contradiction is to realize the rational allocation of human resources, and it must be examined from two aspects. From a static point of view, the first is to achieve the goal of people doing their best, that is, for any human resource individual, the current career choice is the best, that is, it can meet the needs of self-realization; the second is the human resources aspects of each employer The substitution efficiency has reached the highest level, that is, any replacement of current human resources will reduce the efficiency of human resources. From a dynamic perspective, it is mainly reflected in the effective flow of human resources, that is, each human resource individual can make career changes through the market in a timely manner according to market demand and its own conditions, and employers can also make timely changes according to their respective business environment and efficiency target requirements. personnel replacement through the market. The essence of rational allocation of human resources is to achieve a dynamic balance between supply and demand of human resources.

Through the analysis of the concepts of resources and capital, the difference between people-related capital and human resources is clearly visible. Human resources refer to the labor quality, production skills and knowledge level of the entire enterprise's employees. It includes not only human resources that have been fairly developed, that is, knowledge workers who have been developed through considerable education or training, but also human resources that have not been developed or have little development. , that is, workers engaged in manual or simple auxiliary work; it includes not only the human resources of employees who are willing to invest in the production activities of the enterprise, but also the human resources of employees who are unwilling to invest in the production activities of the enterprise. In contrast, human-related capital refers to the general term for the knowledge, technology, innovation capabilities and management methods that workers invest in enterprises (Wei Jie, 2002) [1]. From a quantitative point of view, the former is a potential, static total value, and the latter is a realistic, dynamic partial value.

The initiative of human resources determines that it is difficult for human-related capital to reach the level of human resources in quantity. Human resources are potential people-related capital, and whether they can be successfully mobilized and developed determines the efficiency and effectiveness of human resource utilization. Different from material resources, the acquisition and use of human resources not only depends on the enterprise, but also is affected by the resource owners-employees. Therefore, it is easier to put all material resources into production, but it is difficult to equate the human resources invested in production with the human resources retained by the enterprise in quantity. Therefore, it is necessary to manage and develop human resources to reduce the hidden loss of human resources and increase the human-related capital that can be invested in production.