Liu Qiuhua's research field

Human resource management, total performance management

Liu Qiuhua's main points:

1, the core of management is how to turn employees' ability into performance and a person's good character into loyalty and dedication to the enterprise;

2. The height of the top leaders in an enterprise determines the height of human resources, and the height of human resources determines the height of an enterprise.

3. The career development of employees and the competitiveness of enterprises are logical causality;

4. Two management systems that mark the core competitiveness of enterprises: performance management and employee career development system;

5, management is to constantly explore and meet people's needs;

6. Human resource management is the management of human nature;

7. Human resource management is to activate people's good side and eliminate people's evil side;

8. Being an enterprise is to unify the goals of employees and enterprises, and realize personal goals while achieving enterprise goals;

9. When the value of employees is created, the enterprise wins;

10, making employees proud;

1 1. Under the condition of imperfect enterprise mechanism, the leadership of leaders at all levels is particularly important for stimulating the release of employees' potential and retaining employees.

12. The fate of enterprises and employees should be the same, including spirit, career, interests and feelings. Lectures on human resource management and performance management courses.

Selection and appointment of professional managers

Competency-based behavioral interview, recruitment strategy

overall performance management

Human resource management of non-human resource managers

How to effectively motivate employees? 》

Establishment of training system and quantitative management of training

the construction of talent team

How to select, employ, educate and retain people? 》

Teacher Liu Qiuhua used a large number of vivid cases to control, elaborate and analyze the key points in the management process from the perspective of actual human resource management in local enterprises. This method creatively applies modern human resource management theory to the practice of local enterprises, which is more operational, practical, local, effective, targeted and vital, and then can solve internal management problems systematically, strategically and fundamentally. It is not only the sharing of general knowledge, but also the practical practice of human resource management according to the actual situation of customer enterprises, which finally solves the problem of "I was very moved when I heard it, but I didn't know how to be moved when I went back" in the previous training. Training consulting enterprises (part): Yili Group, Mengniu Group, Huaneng Group, China Industrial and Commercial Bank, China Bank, China Water Conservancy and Hydropower Company, Beijing Holding Group, Science and Technology, Beijing Economic and Technological Development Company, China International Enterprise Cooperation Company, China Mobile, China Petroleum, Cao, Binhai Investment, Shiyuan Technology, China Export Credit Insurance Company, Huapeng Group, Group and China Aoyuan Real Estate Group. Public News Newspaper Group, Chen Xin Electric Power, Jimei Group, SOHO China, Puxi General Motors, Hongri Pharmaceutical, Jichuan Pharmaceutical, Golden Huanong, Jiawang Catering, Zheng Tai Textile, Beijing Water Supply Company, Beijing Subway, Beijing Gas, Beijing Thermal Power, Beijing Pharmaceutical Group, China Construction, Panasonic, Yiqing Holdings, Tianhang Bureau, China Automation Group, Central Pharmaceutical, Poly Real Estate, and China Shipping Real Estate.

Returning to Humanism: The Course of Human Resource Management in China Local Enterprises;

Bao Zheng, a professor at the Business School of Renmin University of China and a famous human resource management scientist, strongly recommended the first local human resource director to discuss the human resource management of China enterprises from a practical perspective!

Enterprises have no other better choice. What they really need to pay attention to is the thinking from practitioners and the experience extracted from their own personal experience and painstaking management.

Whether managers can generate human resource management skills in all aspects of "selection, use, education and retention" requires a long and difficult "feathering" process. In this process, the indirect experience of others and the "vivid stories" objectively and truly recorded by others are indispensable.

The author discusses the problems existing in human resource management of local enterprises in China from the perspective of actual combat of human resource directors, and puts forward effective solutions. This book tries to highlight a dynamic management, show the whole process of implementing human resource management in local enterprises in China, and show the nativity, initiative, vitality, creativity and artistry of human resource management practice in local enterprises in China, so as to provide some reference for the standardized development of local enterprises in China and promote the process of standardized management of enterprises.

This book compares the complicated "selection" work to an investment decision, and the selection process is similar to the feasibility demonstration process of an investment project. Choosing "right" people is the premise of using "good" people, and selecting people = concept+technology+process+strategy = suitable for the post.

The most important thing in employing people is to know people and be good at their duties, activate people's characteristics, conform to and stimulate the noble side of human nature, release their potential, and finally realize value appreciation.

"Employing people" is both scientific and artistic, and using "good" people requires ability and wisdom. This book tells readers that the best way to learn how to use people is to learn from history. China's history and culture are profound, from which we can learn a lot.

Educating people = idea+system+system = the "accelerator" of development, and establish a mechanism to continuously produce talents to avoid "talent exhaustion".

The most important thing to keep people is to have a "retention" heart. Retention = "hard mechanism"+"soft environment"+art = core human capital.