How does HR in the workplace break three common little embarrassments?

How does HR in the workplace break three common little embarrassments?

How to break the three ordinary small embarrassment of HR in the workplace? The workplace is all in enter the dragon. Interpersonal communication in the workplace attaches great importance to details. When making demands in the workplace, you must have a sense of proportion. How to break the three common embarrassment of HR in the workplace and teach you to gain a foothold in the workplace?

How to break the three common small embarrassment of HR in the workplace 1 embarrassment: "the boss has the final say"

Xiao is the human resource of a medical device company. She complained bitterly at the mention of this job. When she made the recruitment plan at the beginning of the year, she thought that the production department needed to recruit 50 more people to be relatively stable, but the production department said it was unnecessary and didn't need to recruit. After the order increased, the problem of lack of work immediately emerged, and the production department clamored for important people, which caught her off guard.

At work, more than half of HR have different ideas with the person in charge of the enterprise because of employee salary, standardized employment, handling of labor relations, and building corporate culture. It is better to let the boss learn a lesson than to fight for no result.

Embarrassment 2: "Just a handyman"

Little B is the HR of a company with hundreds of people. It is said that the scale is not small, but only two people in the personnel department talk about HR, and Xiao B is scared to say, "I am a personnel Commissioner at most, not HR at all, I am a handyman."

This is indeed the status quo of many enterprises now. Some enterprises have no independent human resources management department at all, and some small enterprises have personnel management departments attached to the financial department, and the financial manager is in charge of personnel. For these small enterprises, the personnel department can be in charge of anyone, and they don't need any professional knowledge, so they naturally don't pay attention to it.

Embarrassment 3: "Boil frogs in warm water"

A HR working in a large state-owned enterprise has worked for nearly 10 years. Although HR company is professional in human resource management and attaches great importance to human resource training, it also has its own entanglements.

Comparatively speaking, the rising channel of state-owned enterprises is relatively narrow, and they are engaged in a job all the year round, just like boiling frogs in warm water. This job is stable but not challenging, and they can't respond quickly to social changes. Once faced with career choices again, competitiveness will decline. She said, "After HR 10 of state-owned enterprises, few people have the courage to go out and choose again.

When employees with high degree of engagement can't give full play to their talents to create performance due to organizational constraints, their frustration will make them give up their efforts or even leave the organization.

It is easy for organization managers to fall into a misunderstanding. On the one hand, the assessment requirements for employees are very high, and even they are urged to borrow as little resources as possible to generate more benefits; On the other hand, they seldom listen to the voices of front-line employees and think about what they can do for them and how to help them develop their abilities more effectively. In the end, it may be that enterprise managers can't see clearly and push their excellent employees out of the door.

How to break the three ordinary small embarrassment of HR in the workplace? 2 embarrassed 1: "The boss has the final say"

HR: It's better to let the boss suffer and learn from it than to work hard without results.

Ms Huang is the "human resource" of a medical device company. When she mentioned this job, she complained bitterly: when she made the recruitment plan at the beginning of the year, she thought that the production department should reach 60 people and the production capacity was relatively stable, but the production department said it was unnecessary and there was no need to recruit people. After the order increased, the problem of lack of work immediately emerged, and the production department clamored for important people, which caught her off guard.

There is another thing that makes her very depressed: recently, she handled an employee's work-related injury case and had to pay compensation after the work-related injury level was determined. The boss didn't want to give so much money, so he discounted the compensation and asked her to talk to the employees. Being both a boss and an employee, she is in a dilemma.

Mr. Wang is the human resource of a small company. He said that corporate personnel are relatively weak in the company. Many times the boss has the final say, and personnel opinions are hard to listen to. Instead of working hard, let him learn a lesson, and often the boss will pay attention to the problem. For example, he said that in the past, the boss did not pay attention to social medical insurance, and employees often delayed paying social medical insurance after they came. Once, an employee was injured on the second day after entering the company, and the company lost a lot of money for it. Then the boss got scared. Every time a new employee joins the company, he will ask if he has paid social security for the employee.

The survey shows that at work, more than half of HR have different ideas with the person in charge of the enterprise because of issues such as employee salary, standardizing employment, handling labor relations and building corporate culture.

Embarrassment 2: "Just a handyman"

However, the competition in the recruitment market is fierce, and Malone's booth is regarded as a liar.

Xiao Liu is the HR of a bathroom company. The company has more than 300 people, which is not small, but there are only two people in the personnel department, who are mainly responsible for employee recruitment and signing contracts. When talking about HR, Xiao Liu was frightened: "I am a personnel Commissioner at best, not HR at all. To put it bluntly, I am a handyman. "

Xiao Liu said that she has been in the company for almost a year and only talked to the general manager once. The conversation is still related to personnel files. She has been in the company for so long that she spends most of her time recruiting outside. It is often the production supervisor who says that we need people today and we have to recruit people tomorrow. She can't compete with big companies in the recruitment market. Sometimes, she even set up a stall under the Malone overpass, and she was repeatedly regarded as a liar by job seekers.

Xiao Liu said that although there are many people in the company, there is no plan to recruit people. Sometimes she just hires employees and says no, which makes her have to find a way to get them to leave.

According to the survey, a quarter of enterprises have no independent human resource management department, and the personnel management department of some small enterprises is attached to the financial department, and the financial manager is in charge of personnel. For these small enterprises, the personnel department can be managed by anyone without any professional knowledge.

Embarrassment 3: "Boil frogs in warm water"

Few state-owned enterprises have the courage to jump ship after HR for more than 10 years.

Xiao Wu is the HR of a large state-owned enterprise. He has worked for nearly 10 years, and he still feels relatively happy.

She said that their company's human resources management is more professional, and the six modules are responsible respectively. The work content is relatively simple, as long as the work of this module is handled well. In addition, the company attaches great importance to the training of human resources and supports HR to participate in various trainings. When talking about income, Xiao Wu said that in state-owned enterprises, HR's income and contribution should be directly proportional, and there is not so much responsibility.

However, Xiao Wu is also very entangled. She said that HR in a small company is hard, but it can touch all aspects of human resource management. When laying the foundation of career path, they can have extensive contact with all levels, which creates opportunities for future development.

In state-owned enterprises, the ascending channel is relatively narrow, and they are engaged in a job all the year round, just like boiling frogs in warm water. This job is stable but not challenging, and they can't respond quickly to social changes. Once faced with career choices again, competitiveness will decline. "After HR 10 of state-owned enterprises, few people have the courage to go out and re-select." Xiao Wu said.