Risks and Countermeasures in Human Resource Management

Risks and Countermeasures in Human Resource Management

Paper Keywords: human resource management risk countermeasures

In the era of knowledge economy, human resource management is in a strategic position in enterprise management, but there are also many risks, especially with the acceleration of global economic integration and the increasing complexity of human resource management. This paper analyzes the risks in recruitment, training and performance appraisal and the corresponding countermeasures.

The risk of human resource management refers to the loss of enterprise management and the possibility that enterprise management deviates from the predetermined goal due to human resource management problems. As the core resource of an enterprise, human resource is more easily influenced by internal and external environmental factors than other resources, which makes the practice of human resource management deviate from the expected goal. Human resource risk exists in the whole process of human resource management. Therefore, it is of great practical significance to face up to the risk problems in human resource management, establish the risk awareness in human resource management and actively explore the risk management model in human resource management for identifying and preventing risks, improving the efficiency of human resource management and enhancing the core competitiveness of enterprises.

First, the risks in human resource management

(a) recruitment risks

The risks caused by the same factors of both recruiters mainly exist in the selection process. If unqualified recruiters are used in the recruitment team, it is difficult to ensure that the recruiters are qualified. If the recruitment preparation of the enterprise is not sufficient, the number, quality and structure of the recruited personnel do not meet the development requirements of the enterprise, resulting in insufficient, surplus or structural imbalance of the recruited personnel, which will cause losses to the enterprise; Improper selection and operation of screening and testing methods may lead to the recruitment of employees who do not meet the requirements of the enterprise and are not competent for the work; Wrong recruitment strategies and information distribution channels may not necessarily recruit suitable employees, but also increase recruitment costs and affect the normal operation of enterprises.

Some recruiters choose people who are related to themselves, not for the benefit of the enterprise, but for their own related interests, which affects the fairness of enterprise recruitment; Some job seekers may take various measures to convey some self-interested false information to enterprises in order to obtain positions, thus affecting the correct judgment of enterprises on job seekers. If we employ workers who have not yet terminated the labor contract with the original employer, or who have the obligation to fulfill the non-competition agreement, it will cause dual labor relations.

In addition, most job seekers apply to several units at the same time. If not hired in time, job seekers are likely to be hired by other employers first, resulting in all previous efforts in vain.

(b) Training risks

Among all the investments of enterprises, the investment in human resources training is the most economical, cost-effective and risky.

1. Training concept risk. Conceptual risk refers to the possibility that senior leaders or trained employees may cause losses to the enterprise because they do not have a correct understanding and positioning of the training. For example, some leaders think that "training will increase the operating cost of enterprises" and "training will make more employees leave their jobs, which will not only lead to brain drain, but also cultivate competitors", etc. These are all wrong training concepts, which will undoubtedly affect the effectiveness of training. As direct participants, students' cognition and attitude towards training also directly affect the success or failure of training. For example, trainees think that training is ostentatious and formalistic, and they can't treat training correctly, which leads to training becoming a mere formality, which will make the training goal impossible to achieve and the needed talents unable to be cultivated.

2. Training technical risks. The technical risk of training refers to the losses that may be caused to enterprises due to the failure to combine enterprise development planning, human resources strategic planning and phased work priorities in the process of training demand analysis, training plan formulation, risk assessment and training implementation. In terms of specific training projects, some enterprises failed to achieve effective results due to unclear training needs, lack of in-depth research on training needs, failure to combine with long-term and short-term goals of enterprises, lack of clear quality model or job requirements, failure to combine training with employee needs, deviation in training content, form selection and trainer selection, and lack of pertinence in training.

(C) performance appraisal risk

1. The adjustment of enterprise strategic objectives leads to the imbalance of the original performance appraisal system. The traditional performance appraisal generally adopts the methods of target management, evaluation scale scoring and evaluation, that is, evaluating "how people do things", "how people do things" and "whether people can do things", so as to get the appraisee's cognition of results, behaviors and abilities respectively. When enterprises implement strategic adjustment and evaluate in a certain period of time, the correct establishment of evaluation system is the organic combination of evaluation system and strategy, and people always think that this process is correct; However, now, a large number of data show that in the process of strategy implementation, changes in tactics and policies will also lead to fundamental changes in "results, behaviors and abilities." Therefore, the implementation of the strategy has brought certain risks to the performance appraisal.

2. Improper evaluation may lead to brain drain. In the performance appraisal management system, personnel classification is a very important content. According to the 28 th rule, outstanding talents in an organization only account for 20% of all employees. Because the concept of outstanding talents is ahead of ordinary people, their skills are better than others, their efficiency is higher than most people, and their goals are more ambitious, while the general evaluation system is designed for most people, so it will hurt outstanding talents, dampen their enthusiasm for work, and easily cause outstanding talents to leave.

3. The elements of performance appraisal are easy to cause internal conflicts. Organizational behaviorism divides conflicts in organizations into four basic categories: internal conflicts, cognitive conflicts, emotional conflicts and procedural conflicts. No matter what kind of conflict, its essence is incompatible, and every element of performance appraisal may bring and aggravate the above four conflicts. The survey shows that the conflict most easily caused by performance appraisal is emotional conflict, even if it is assessed, it can't be avoided. Only by paying attention to it can the risk be reduced.

Second, measures to control human resource management risks

(A) the establishment of standardized recruitment process

First of all, in order to eliminate the inaccuracy of recruitment analysis, risk prevention strategies should be adopted. On the one hand, we should collect the job content and requirements of specific positions through interviews, questionnaires and direct observation, on the other hand, recruiters should often attend business meetings of various departments to understand their needs. We should also carefully select recruiters, carefully check and minimize man-made risks.

Secondly, in order to reach a sufficient number of applicants, it is necessary to choose a suitable recruitment method. Generally speaking, enterprises recruit employees in the following ways: advertising, employee recommendation, recruiting fresh graduates, headhunting, etc. However, the proportion of employees employed through recommendation is the highest. Since this social bond can be the main way to recruit employees, it can also be an important way to retain employees. From the perspective of behavioral science, employees can betray enterprises, but it is difficult to betray their social networks. If they enter the enterprise through social connections, they must also seriously consider this factor when making the decision to leave. This is a strange phenomenon, but it does play a great role in retaining employees.

Furthermore, when recruiting, enterprises should take the initiative to obtain the information of job seekers, so as to urge job seekers to pass on more valuable and true information. It needs special attention that, except for new recruits, before signing labor contracts and establishing labor relations with them, they must check their written certificates of termination and dissolution of labor contracts and confidential non-competition agreements.