How to be a human resources manager?

To put it simply, the work of the manager of the human resources department must include the following aspects:

1, do human resources planning; First, ensure that the human resource management of the enterprise is consistent with the development strategic direction and goal of the enterprise; The second is to ensure that all processes and links of enterprise human resource management are mutually negotiated. Of course, this is a long-term plan, and it is difficult for small enterprises to do this work.

2. Prepare the human resource plan; It is to prepare the human resources plan within one year (or half a year), such as the number of personnel, recruitment plan, layoff plan, labor cost plan, training plan, etc. Ensure the normal operation of enterprise production and business activities with reasonable and economical human resources. A qualified human resource manager attaches great importance to this work.

3. Job analysis and job design; This is an important job of the human resource manager. With the continuous development of enterprises, new tasks will inevitably be derived and people need to do them. The personnel manager needs to analyze the derived tasks, according to the work content and workload, let one employee or several employees be responsible, or complete a new job design, prepare a job description and post system, and recruit employees to complete the derived work.

4. recruitment; Select the personnel who are most suitable for the development of enterprise production and operation, and arrange them to a certain position at the right time.

5. Evaluation and encouragement; Evaluate employees' work performance according to the assessment indicators, formulate incentive methods and means, reward diligence and punish laziness, reward Excellence and punish inferiority, motivate employees to improve their work performance and make contributions to the enterprise.

6. Improve the enterprise personnel system; With the development of enterprises, the management level will be higher and higher, so it is necessary to enrich and improve the corresponding personnel management system to ensure the orderly development of enterprises.

7. Training and development; Training employees' skills and working attitude through various training means aims to continuously improve employees' quality and develop their potential abilities.

8. Handling labor disputes; Correctly handle the contradictions and disputes between employees and enterprises in terms of wages, welfare, social security and working conditions. Coordinate the relationship between the two sides according to the relevant national policies and regulations, safeguard the interests of both sides, do not intensify the situation, and leave no future troubles.

9. Safety and security; Measures taken to ensure employees' safety in production and reduce accidents, such as system establishment, training and education, and strengthening protective facilities.

10, daily affairs; Including social security payment, attendance, salary settlement, implementation and supervision of various systems, and employee resignation procedures.

Role positioning:

From the previous service role to the planning, development and management role.

The future human resource management is facing higher requirements and expectations of the organization: (1) providing suitable talents and reserves for the organization's selection at the right time; (2) develop and enhance the relevant capabilities of organizations and individuals in direct business strategy; (3) Find problems in time, provide comprehensive solutions to problems, and provide expert advice on specific human resources issues.

From passively accepting change to promoting change, managing the boss and influencing the boss.

The business model of the original enterprise and the business inertia of several years have been deeply rooted in the hearts of the people. The imbalance of system and concept has made most managers born out of planned economy suffer a lot. Even if people have the will to change, stubborn traditional ideas still bind people's minds, and it is difficult to forget and change in a short time. Therefore, one of the core businesses of human resource managers in the new economic era is to act as a promoter of enterprise change. The first thing a human resource manager should do is to change his ideas and establish new business ideas and values by organizing employee training. The second is substitution, that is, assisting enterprise leaders to select potential innovative talents and promote enterprise transformation. The third is to change the form and structure of the organization. When the original organizational form does not meet the needs of the new economy, it is necessary to promote organizational change. Human resource managers will undoubtedly play the most important role in organizational change.

From the employee's supervisor to the employee's intimate person.

The goal of an enterprise is to meet the needs of stakeholders, including shareholders, managers, employees, customers and communities. Among them, employees are a very important link, because customer satisfaction depends on employee satisfaction, and employees are the most valuable resources for organizational development. We must explore and stimulate their inner potential through positive suggestions and make greater contributions to the organization. In the past, managers in labor and personnel departments were often in the opposite of employees. They appear in front of employees as supervisors, and only represent the wishes and interests of top managers of enterprises. In the new economic era, human resource managers are required to be the spokesmen of employees' interests, and to regard talents as the only variable resource and the embodiment of human capital. Human resource managers must pay attention to employees, treat everyone with humanity and respect, pay attention to employees' needs and aspirations, pay attention to employees' career growth, dredge the ideological channels of employees and their supervisors, constantly stimulate employees' creative enthusiasm, and establish a new self-image of human resource managers in the new era.

From the executive level to the experts, consultants and authorities of enterprise human resource management.

Due to the difference of work content and the limitation of energy, it is impossible for every manager to have in-depth research on human resource management, and it is impossible for every manager to pursue the latest and most cutting-edge human resource management information. The general manager is the biggest person in charge of human resource management, but he can't study every detail. Therefore, human resource managers have the responsibility and obligation to provide suggestions and guidance for enterprise managers, including senior managers, to help managers master the latest and best human resource management concepts, methods and skills in the shortest time, and to help managers improve their theoretical literacy and practical operation ability. In this sense, human resource managers should become experts and consultants in enterprise human resource management and provide consulting services for enterprise managers after work. At present, the concept of human resource management in many enterprises is still relatively old, the transactional tasks of human resource managers are still relatively heavy, and the traces of the role of senior staff are still obvious. Affected by these constraints, enterprises prefer to invite foreign monks to chant Buddhist scripture when seeking solutions, spend a lot of money to hire external experts to do internal training of enterprise management, design management reform plans, and rely on external brains to promote the improvement of enterprise management level. Therefore, it is necessary to minimize the dependence on external brains, enhance the awareness and ability of enterprise managers, fully mobilize the human resources within the enterprise, give full play to the role and influence of the human resources department of the enterprise, and establish its own consulting platform from within the enterprise, so that the human resources department can become the distribution center of human resources information and the human resources manager can become the consultant of enterprise human resources management. For enterprises, human resource management should be given considerable attention, so that human resource managers can get rid of their busy daily work, take off the hat of senior staff and label them as strategic partners, thus mobilizing their enthusiasm, work enthusiasm and sense of mission.

What kind of positioning human resource managers have for themselves, what kind of requirements they will have; And what kind of requirements will determine what kind of height they stand at, what kind of height they stand at will determine the recognition of their bosses and employees, and ultimately determine their career development.

Human resource management and its goal

As the name implies, human resource management (HRM) is the management of "people" in enterprises. Specifically, human resource management is the management behavior of enterprises to improve labor productivity through job analysis, human resource planning, employee recruitment and selection, performance appraisal, salary management, employee motivation, talent training and development, and finally achieve the development goals of enterprises.

The ultimate goal of human resource management is to promote the realization of enterprise goals. From the perspective of "people" and "things", it is necessary to achieve the harmony between "people" and "things" and "people", which will lead to the improvement of production efficiency and the ultimate goal. Armstrong clearly pointed out the objectives of the human resource management system in the article Planning and Action (published by the Journal of Human Resource Management in 1992), namely:

(1) The ultimate goal of the enterprise is realized by the employees of the enterprise;

(2) In order to make employees and enterprises develop, employees should take promoting the success of enterprises as their work goal;

(3) The premise for an enterprise to make effective use of resources and achieve its business objectives is that it must formulate coherent human resources policies and systems closely related to its performance;

(4) Human resource management policies should be consistent with enterprise objectives;

(5) When the corporate culture is reasonable, the human resource management policy should play an auxiliary role; When the enterprise culture is unreasonable, the human resource management policy should promote its improvement;

(6) Create an ideal enterprise environment and encourage employees to create and cultivate a positive style. Human resource policy should provide a suitable environment for the cooperation, innovation and improvement of total quality management;

(7) Create a responsive and adaptable organizational system to help enterprises achieve specific goals in a competitive environment;

(8) Enhance the flexibility of employees' working hours and work contents;

(9) Provide necessary working environment for employees to give full play to their potential;

(10) Maintain and improve the workforce, products and services.

In the business world, human resource management is usually divided into four levels: the formulation and improvement of rules and regulations and business processes (basic work); Operations based on standardized business processes, including human resources planning, employee recruitment, files, contracts, attendance, assessment, training, salary, benefits, resignation and other management contents (daily work); Human resource strategy, standing at the height of enterprise development strategy, actively analyzes and diagnoses the current situation of human resources, provides all kinds of valuable information for enterprise decision makers accurately and timely, supports the formation of enterprise strategic goals, formulates specific human resource action plans (strategic work) and strategic human resource management for the realization of goals, provides value-added services for enterprises, and provides conditions for departments that directly create value to achieve goals (pioneering work).