What is human resource management? What does enterprise human resource management contain? How do small and medium-sized enterprises manage human resources well?

1. Human resource management: refers to the reasonable training, organization and deployment of human resources combined with certain material resources by using modern scientific methods, so that human resources and material resources are always in the best proportion, and at the same time, people's thoughts, psychology and behavior are properly induced, controlled and coordinated, so as to give full play to people's subjective initiative, make people give full play to their talents, get what they want and achieve their organizational goals.

Second, human resource management includes:

Skills: 1. Human resource planning. Recruitment and distribution. Training and development of enterprise personnel. Performance management. Salary management. Labor relations management.

Basic knowledge: 1. Labor Economic Law II. Labor law 3. Modern enterprise management. Management psychology and organizational behavior. Development and management of human resources.

Third, SMEs to implement effective human resource management countermeasures

Faced with the grim situation of human resources development, small and medium-sized enterprises need to take decisive countermeasures from a new height and perspective on the premise of full attention. In order to explore the new situation of human resources development and management. These countermeasures can be considered from two aspects: (1) belongs to corporate personality, and enterprises should improve their internal management structure, raise the development of human resources to a position related to the fate of enterprises, attach importance to human capital investment, and form a benign mechanism to attract, condense and make good use of talents. (2) Belonging to the commonality of enterprises, they need to unite, complement each other's advantages and share benefits to jointly promote the solution of universal problems.

(A) the establishment of a reasonable system of talent introduction and change, to create a high-quality talent team. Recruit new talents openly and establish an open, fair and just external recruitment system, including filling in a unified application form and taking a unified written test, interview and performance simulation test; Optimize the combination of existing talents, compete for posts, and conduct regular assessment; In the same or different positions, people can flow freely, thus optimizing the staffing.

Selecting talents-When selecting members of an organization, competent people may be more important than elites. Qiu Yicheng, an expert in the management of Taiwan-funded enterprises, believes that the so-called "capable person" means that a member can be competent for his own work regardless of his wisdom, talent or professional ability. More importantly, the organization can satisfy his motivation to pursue work, can work happily under the existing corporate culture, and can cooperate with others under the team operation. As for whether the cleverest person is the second. Smart senior managers of small and medium-sized enterprises should realize that the ability of employees to cooperate with the company is as important as their own professional ability, because only in this way can they establish a competitive advantage for the enterprise.

Retaining Talents-Choosing the right talents and letting them work hard for the company and choose the right talents to enter the enterprise is only the first step of team building. The real challenge should be how to make these people not be tempted by the outside world, but devote themselves wholeheartedly and work hard for the company's goals with peace of mind. The following four factors should be the best way to solve this problem:

(1) Financial security and possible growth space Through hard work, the company can ensure its reasonable and normal treatment, and the growing employees of the company can also rise.

(2) Affirmation and psychological satisfaction of job accomplishment, such as job enrichment, work foresight and opportunities to improve themselves.

(3) Career Development Opportunities With the growth of the company, members of the organization can get fair and reasonable job promotion or create new career development opportunities, that is, as long as each member is true and excellent, there will be opportunities for future development, and will not be affected by other factors and distort the final result.

(4) To establish an environmental organization that enjoys working pleasure, it should provide a mutually respectful and harmonious working environment and a socialized environment that pays attention to building team friendship.

Yucai-the cultivation and development of human resources. The highly competitive talent market makes job seekers feel that constantly improving their skills and abilities is the foundation of a foothold in society. When choosing a company, personnel will not only look at salary and welfare, but also look at the importance the company attaches to personnel training and development. Training and development has become one of the most important factors for enterprises to attract talents. For enterprises, if they don't pay attention to the training and development of personnel, they will not be able to adapt to the challenges of business competition based on human resources competition, and they will also be irresponsible to employees. Small and medium-sized enterprises must rely on the advanced methods and technologies of modern human resource management, establish a standardized human resource management system, build an efficient human resource platform, and be in line with international standards in order to obtain the opportunity to compete on the same stage in the global scope. Standardization construction requires enterprises to establish a series of enterprise training and development systems, especially the sustainable development of key talents and the cultivation of reserve talents as the top priority.

Many small and medium-sized enterprises are unwilling to re-educate and train their employees, regard human resources development as cost rather than capital, suffer from myopia, and some are worried about making wedding clothes for others. As we all know, this kind of investment in human resources is very worthwhile, not to mention the training of employees can lead enterprises to achieve higher efficiency and more innovation. According to some data, the labor productivity of machinery manufacturing will increase by 65,438+0.5%-2.2% on average, and that of light industry will increase by 65,438+0.65,438+0%-0% on average. More importantly, this kind of investment can not only establish a good cooperative relationship between enterprises and employees, but also enhance the cohesion of enterprises and enhance the personal charm of enterprise leaders in paying attention to and caring for talents in the eyes of employees. As Zhou Houjian, president of Hisense Group, said, "A successful enterprise should produce people first, and then produce products", it was his way of employing people that led Hisense out of the trough and realized the revival of the enterprise. Enterprises should not regard talents as burning candles, but as batteries, which are constantly charged while discharging.

(B) to develop human resources planning that is conducive to the strategic development of enterprises and the self-realization of employees.

Human resource planning is to meet the ever-changing needs of enterprises for human resources, to maximize the development and utilization of the potential of enterprise employees, and to meet the needs of enterprises and employees. According to the development strategy and business objectives of the enterprise, the necessary human resources policies and measures are formulated by analyzing the external opportunities and threats as well as the internal strengths and weaknesses of the enterprise's human resources. Human resource planning should first carry out research work to find out the decision-making and business environment of enterprises and the internal and external human resources of enterprises. On the basis of investigation, this paper analyzes the demand and supply of human resources in enterprises, and forecasts the quantity, quality and hierarchical structure of the demand and supply of human resources in enterprises. Then make the overall planning and business plan of human resource management and development. Finally, supervise and evaluate the implementation process of human resource plan to ensure the realization of the overall goal of the enterprise.

Design career for employees and promote their sustainable development. Enterprises should aim at the changes of environment, ideas and needs, help employees to determine their personal career development goals on the premise of respecting employees, provide employees with opportunities to improve their professional familiarity in their work, make their development goals consistent with their personal development goals, establish a win-win relationship between enterprises and employees, and then form a community of interests and even a community of destiny. This is actually to meet the self-realization needs of employees, so that they can get closer to what they want and become the people they want to be. The development of enterprises is closely related to the development of employees. On the surface, career design focuses on personal development and career arrangement. In fact, anyone's job prospects are advancing and retreating with the industry they are engaged in. Without personal development, an enterprise cannot achieve greater development.

(C) the establishment of a variety of incentive mechanisms to improve the competitive requirements of the incentive mechanism market.

While seeking and recruiting outstanding talents, enterprises do everything possible to stabilize core employees, prevent brain drain and give full play to the enthusiasm of employees. The motivation of employees comes from the satisfaction of their own needs. People's needs are diversified, so incentives should also be diversified.

In the aspect of human resource incentives, a considerable number of small and medium-sized enterprises simply focus on material incentives, and overemphasize the pragmatic concept that employees' incentives are to obtain material returns. This is not sufficient and perfect under the market economy and modern enterprise system, and the human resource incentive of small and medium-sized enterprises should keep the combination of material guarantee and spiritual incentive. Small and medium-sized enterprises should establish a management model of close contact between employees and enterprises. For example, through contracts or contracts, measures such as realizing the production and operation objectives of enterprises, increasing employees' income, improving working conditions and raising welfare requirements will be embodied, forming a situation in which everyone cares about the fate of enterprises and conspires for the development of enterprises. Small and medium-sized enterprises should also establish a democratic system in which employees participate in management decision-making in all directions and through multiple channels, such as the system of workers' congress. Encourage employees to make suggestions for the development of enterprises, communicate the relationship between superiors and subordinates, coordinate the feelings between operators and producers, and correctly handle the relationship between safeguarding employees' interests and developing production. Through the comprehensive effect of material incentives and spiritual incentives, employees and enterprises truly form a community of destiny.

In addition, in the market economy, the study of incentives is always linked with the study of information, property rights and constraints. Small and medium-sized enterprises can let employees participate in enterprise management and share risks by diluting ownership, strengthening management rights and promoting managers from employees. Through the incentive mechanism of people's enthusiasm and the restraint mechanism of risks, the concept of "enterprise belongs to everyone" is spread among employees. In this way, a "community of destiny" is formed in which operators, employees and enterprises share interests and risks.

(D) Establish and improve the performance evaluation and restraint mechanism.

Establishing an objective and effective performance guidance, performance evaluation and performance coach improvement system can accurately evaluate the performance of employees, and accordingly establish various incentive systems, personnel training and development plans, personnel promotion and withdrawal systems and corresponding process procedures.

Small and medium-sized enterprises should make human resources decisions according to the feedback information of performance evaluation, and guide personnel decision-making and adjustment, human resources training, motivation, salary, job analysis and employee recruitment. However, performance evaluation itself is a complicated work, and its implementation is even more arduous. Therefore, in the evaluation process, we should not only adhere to the principle of objectivity and justice, but also adhere to the principles of regular evaluation, institutionalization and multi-level, multi-channel and multi-faceted. In practice, the commonly used performance evaluation methods of small and medium-sized enterprises are: production record method, score table method, target management method, forced distribution method, comment method and so on. On the one hand, establishing an effective evaluation system can fully mobilize the enthusiasm and creativity of employees, form a mechanism atmosphere of fair competition in enterprises, and motivate employees to work hard; On the other hand, it can make outstanding talents stand out without flowing out of the enterprise.

In view of the corruption and violation of law and discipline of small and medium-sized enterprises, especially state-owned small and medium-sized enterprises, we should take corresponding measures to prevent the occurrence of ultra vires and multi-leader and make the organization's inspection system a mere formality. If necessary, standardize the inspection system by means of legal forms, and strictly put an end to the phenomenon of "poor temples and rich abbots".

(5) Establish a learning organization to provide employees with a relaxed and free development space.

1. Only by establishing a learning organization, encouraging employees to participate in various forms of training, encouraging employees to learn from each other, learning from different positions, and developing horizontally, can enterprises be full of vitality.

The organization's investment in training and development should not be a virtual story. Senior managers should admit that human development is very important to the competitiveness of existing productive forces, and how to establish a team learning organization and a leading and teaching organization is the key task. Learning organization has a great influence on the innovation ability and flexibility of enterprises, while professor organization can create more successful leaders for enterprises, establish the common values of the organization through human development, and achieve excellent teams with systematic thinking.

2, but also to create a good and pleasant living environment for employees, including soft environment (cultural environment, interpersonal relationship, public opinion environment, etc.). ) and hard environment (working environment, entertainment environment, hardware facilities, etc. ). Especially in the construction of soft environment, one is mutual communication and the other is mutual respect.

To create a comfortable working environment for talents, "people" should be the backbone of enterprises, they can provide an unshakable foundation, and the growth of enterprises and the increase of customers depend on them. If the focus of the enterprise is on employees, the focus of employees will naturally focus on serving customers. Only with happy employees can we provide the best service to our customers. So, why not try to create an environment where employees are willing to work?

3. Provide strong development space for employees. Leave enough personality space for professionals and give them some autonomy; Put forward clear requirements for each type of employees, let them undertake challenging work, fully trust and understand them, affirm each employee's personal dignity and values, and give them different training, promotion and promotion opportunities according to different situations to maximize their strengths.

As early as 50 years ago, the shipping giant Lu Zuofu put forward that "the company's problems are solved by employees, and the company's problems are solved by employees". Employees are the real competitive weapon of enterprises. You can pay attention to the departments with sudden increase in costs in the enterprise and see if the related morale problems are bothering employees. It is necessary to give employees a good development space and let them create value for the enterprise with peace of mind.

In order to attract and retain excellent employees reasonably, in addition to the above points, enterprises should also strengthen publicity, expand publicity, create a good image for enterprises, let more external public and internal employees know about the current situation and development prospects of enterprises, and create conditions for attracting a large number of excellent employees.

(6) Strengthen the construction of corporate culture and provide a good human resource management environment.

Many small and medium-sized enterprises do not have their own corporate culture, nor do they realize the importance of corporate culture to the development of enterprises, and do not know how to establish corporate culture. Although some enterprises have written corporate culture into the employee handbook, they have never embodied this culture in actual management, and at best, they just keep up with the management trend. Many people also believe that enterprises can still make money without corporate culture. This seems to be true. But looking at the development of enterprises at home and abroad, all enterprises that can survive and develop for a long time have their own corporate culture. As an important part of modern enterprise management, enterprise culture plays a very important role in improving enterprise performance and is also the basis for enterprises to gain competitive advantage.

Every small and medium-sized enterprise should establish its own unique corporate culture, which is difficult for competitors to imitate, on the basis of learning excellent corporate cultures at home and abroad, so as to inject lasting cultural impetus into the healthy development of enterprises. The development of enterprises comes from core competitiveness, which comes from technology, and technology comes from management, while management depends on corporate culture. The core of modern corporate culture is people-oriented. The management in the new century is "people-oriented". Enterprises are people, enterprises are people and enterprises depend on people. Small and medium-sized enterprises should realize the truth that "water can carry a boat, but it can also overturn it". Only by respecting, understanding, caring and achieving people can employees identify with the company's corporate culture and integrate their ideals with the company's development and growth goals.

In short, we should pay attention to cultivating the characteristic culture of small and medium-sized enterprises. Corporate culture is one of the most valuable intangible resources of enterprises, and it is also the basis for enterprises to gain competitive advantage. Therefore, every small and medium-sized enterprise should establish its own unique corporate culture, which is difficult for competitors to imitate. At the same time, we should be "people-oriented", establish the concept that enterprises should be human, retain people, rely on people and employ people, and make soft corporate culture an invisible centripetal force to attract talents.