Four major trends in human resources governance and strategic transformation

Drucker believes: The so-called corporate governance is ultimately human management; human resources management is synonymous with corporate governance. ?In the era of industrial economy, physical capital and funds are the core of enterprise operations. With the continuous advancement of the complexity of labor in human society, the role of human capital has become more and more obvious, and human resources governance has also grown from scratch, and its position in corporate governance has It is also becoming more and more prominent. The human resources management work of many large foreign companies is handled by senior managers at the deputy general level and reports directly to the general manager. Since the 1990s, mainly due to the tremendous progress in information technology, some new development trends have emerged in the specific model of human resources governance. Trend 1: Full penetration of information technology

Information technology is constantly penetrating into every aspect of corporate governance, and human resources management is no exception. Information technology can greatly improve the efficiency of transactional work in human management activities and focus the work of the human resources department on more important matters.

Information release

Information technology enables enterprises to release information with high efficiency and low cost. For example, many companies adopt the internal-first-outside recruitment method. The human resources department first publishes information on the company's intranet, and then decides whether to recruit outside based on the application status. For larger companies, if there is no network, it is very inconvenient to publish this information in a timely manner to employees distributed across the country and even the world. Another example is the issuance of corporate governance rules. The previous method was to issue a system compilation to each employee, which was costly and could not reflect dynamic information; now, it only needs to build a few web pages on the company's intranet.

Salary Governance

Due to the continuous expansion of business scope and the popularity of working from home, employees’ working locations are becoming more and more dispersed. In the United States, 40 million people are already working from home. This creates some new problems. For example, when it comes to employee salary payment, if a company has branches in three cities: Beijing, Shanghai, and Guangzhou, the traditional approach is to set up an agency in each of the three cities to be responsible for salary management there, which is high-cost and low-efficiency. After establishing a network service relationship with banks, like GE China, one person can complete the calculation and payment of wages for more than 2,000 employees in China. The improvement in efficiency is self-evident.

? Training revolution?

Many training contents can be completed through the Internet. There is no need to rent venues, hire teachers, print materials, prepare equipment, and there is no need to pay travel expenses, food and accommodation fees for non-local employees, etc. . A considerable amount of training costs have been saved. At the same time, traditional training methods may result in the loss of some business opportunities because trainees have to leave their jobs for a period of time. This opportunity cost is sometimes very high. According to data from the Human Resources Department of Peking University, online training can save about 60% of the cost compared with traditional teaching methods. For multinational companies, the efficiency of online training is even more prominent. Giants such as Microsoft, Cisco, and Motorola have moved employee training courses to enterprise LANs.

In human resources management, the most profound consequence of the extensive application of information technology is to build a transparent, fast, and low-cost interaction channel between human resource managers and employees, and this is the key to any successful management The basic elements are still based on the Founder of Peking University as an example.

Example 1. Work plan for Founder employees Formulating business target statements is a must-do homework for Founder employees every month. In the work plan, employees must clearly define what they will do within a certain period of time, what standards they will meet, and what cooperation is required to complete the task. After the superior managers review the target book, they give feedback to the employees. This is repeated several times and finally the superior and subordinates sign on the target book approved by both parties, forming a specific performance appraisal standard. This process will take up a lot of time and energy if traditional communication methods such as interviews are used. Through email, it can be conducted one-on-one or one-on-one at any time and in two directions, greatly improving efficiency.

Example 2: Employee Satisfaction Survey Founder’s semi-annual employee satisfaction survey is also conducted through the company’s intranet. There is no need to leave names or come forward to collect answer sheets, which can objectively reflect the true thoughts of employees to the greatest extent. After the results are processed by the Human Resources Management Department, they are published on the company's intranet and discussed in high-level meetings to guide the next step of human resources management work. Trend 2: Professionalization of human resources management

In the impression of many Chinese companies, especially managers of small and medium-sized enterprises, the human resources department is not professional at all, and it is nothing more than paying wages and checking attendance. Therefore, it is not surprising that words such as "If you don't do well again, go to the Human Resources Department" appear in their mouths. The external reasons for this misunderstanding are that China's higher education system has not yet established a mature and systematic human resources management education sequence, and China's governance consulting industry is still in its early stages of development. Of course, the most fundamental reason is that the development stage of Chinese enterprises determines their relationship with Europe and the United States. Comparatively, the human resources management of Chinese enterprises is still in its infancy. In particular, the size of the enterprise has very different requirements for the professionalization of human resources management. Small enterprises can cope with it through empirical governance, but in the governance of large and even multinational companies, empirical governance is no longer competent.

At present, China's small and medium-sized enterprises account for the overwhelming majority, so it is easy to understand the deviation in understanding of human resources management.

A human resources manager should have qualified human resources management expertise, as well as good IQ and EQ. The specific knowledge required to complete enterprise human resources management is:

A. Professional knowledge of human resources management

The basic functions of human resources management are: 1. Combined with the overall development plan of the enterprise, in conjunction with the business On the basis of adequate communication between the departments, mid- to long-term manpower planning is designed. 2. Design job description. 3. Cooperate with the business department to design and implement recruitment plans. 4. Provide guidance to new employees to familiarize them with the company’s organizational culture and some businesses. 5. Design reasonable remuneration and implement effective incentives. 6. Design and implementation of training programs. Completing these functions requires different human management expertise. For example, there is a tendency for psychological testing technology to be abused during recruitment. The correctness of psychological testing technology (Wechsler Adult Intelligence Scale, MMPI Personality Test, Rorschah Test, Ink Projection Analysis, etc.) The use has strong professional requirements; another example is the option plan design in the design of the incentive system. If the human resources manager does not have a relatively full understanding of the financial securities knowledge involved in options, it will be difficult to design an excellent option plan.

B. Peripheral knowledge

Other peripheral knowledge closely related to human resources management include information processing technology, labor laws and regulations, etc. Professional content can only function with the support of peripheral knowledge. For example, the design of performance appraisal plans and salary design require the human resources department to have a full understanding of labor regulations, labor markets, and individual industry financial conditions, and cannot make arbitrary conclusions. This is especially true for large companies with large scale and large number of employees, which can affect the whole body. Professional knowledge reflects the "IQ" of human resource managers. Modern management theory believes that non-intellectual qualities are equally important in successful management, which is the so-called "Emotional Quotient EQ". The term EQ was coined in 1991 by psychologists Peter Selaway of Yale University and Joan Meyer of the University of New Hampshire. But as a concept, the concept of "non-intellectual factors" was first proposed by American psychologist Alexander in 1935. Inspired by Alexander, the American psychologist Waxler proposed the concept of "non-intellectual factors in intelligence" in 1943. In 1950, Wexler published the article "Cognitive, Desire and Non-Intellectual Intelligence", Psychology Academic circles generally regard this article as the official birth of the concept of non-intellectual factors. In 1983, psychologist H. Gardner of Harvard University in the United States proposed the theory of multiple intelligences, which expressed the theory of emotional intelligence in another way. However, the work of marketing the concept of "emotional intelligence" and making it a popular vocabulary was completed by D. Gorman, a science columnist for the New York Times and a Ph.D. in psychology. In the book "Emotional Intelligence", he summarized the five aspects of "emotional intelligence": first, familiarity with one's own emotions; second, controlling emotions; third, self-motivation, being able to constantly set goals for oneself and work persistently ; Fourth, recognize the emotions of others. Goleman believes that people have similar psychological structures, so individuals can simulate the feelings of others. Of course, this ability differs between individuals. Fifth, interpersonal management.