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The Influence of Enterprise Strategy on Human Resource Management

How to formulate human resource management strategies and objectives? What criteria are used to formulate strategies and goals? How to ensure the consistency and matching between the formulated human resource management strategy and the enterprise management strategy? Such a problem must be a heart disease that puzzles many human resource managers in enterprises, and even some human resource managers begin to doubt whether they are suitable for this position. The following is the knowledge I brought to you about the strategic impact of enterprises in human resource management. Welcome to reading.

The influence of enterprise strategy on human resource management. 1 What is a strategy? What's the meaning?

Michael Porter, a master of strategic management, believes that the essence of strategy is choice, balance and integration. In a simple sentence, it is clarified that the essence of strategy is actually a process of choice, which means what enterprises choose and give up. What strategy you want, the end result is no strategy.

Because trade-off means that enterprises choose and give up what to do, there is a constraint at the same time. The essence of enterprise constraints is enterprise culture and core values, which tell enterprises what is right and what is wrong, and lay the cornerstone and principle for enterprises to formulate strategies. Three elements of enterprise strategy are indispensable, namely, strategic analysis, strategic formulation and strategic implementation. The 4C model of enterprise strategy is as follows:

What is a clear strategy and what is an enterprise that needs further analysis? The meaning of an enterprise is that people stop here and form a team with common goals and ideas, not a gang. Although there is a word difference, it is a drop in the bucket, and the place where people come and go is not a business but a supermarket.

As a human resource manager, he knows clearly what an enterprise strategy is and what an enterprise team is, so it is the responsibility and obligation of human resource managers to formulate strategic management of human resources. How to support the effective implementation of enterprise strategy depends on how human resource managers give full play to the professional and technical modules of human resources.

Differences between Chinese and Western Understanding of Strategy

Relevant statistics show that at least 85% of the world's top 500 enterprises put strategy first, which undoubtedly proves the importance of strategy to enterprise management. Strategy should not only solve the problem of trade-offs, but more importantly, solve the problem of everyone's thinking and keeping pace. Only by ideological consistency can we achieve inner consistency. This is the western understanding and analysis of strategy. What is strategy in China? The boss is talking about strategy and the president is talking about strategy. The success of most enterprises is not the success of strategic decisions, but the success of opportunities, so it is difficult to achieve a century-old shop and a long-lasting foundation, which is why.

Western enterprises not only draw strategies on paper, but also pass them on to the minds of every employee. In China, only the boss and the president know what a strategy is. The strategy is in the mind of the top decision-maker and cannot be transmitted and decomposed. In this case, it is impossible for enterprises to be consistent in thought and pace, let alone agree and support. If we want to surpass China's strategy, we must make enterprise development strategy on the basis of personal subjective strategy. Personal strength and wisdom are limited. Only by brainstorming and finding the best, effective, unified and recognized strategy can we successfully integrate with western enterprises. The biggest difference between China and the West in strategic understanding lies not in making strategic and operational arrangements, but in strategic ideas and concepts and core competitiveness.

What help and guidance can a benign enterprise strategy provide for human resource management?

For enterprises, there is no good or bad strategy, only suitable and unsuitable for their own development. Therefore, a benign strategy is a good strategy. So, what is a benign strategy? What are the main surfaces of a benign strategy?

A benign enterprise strategy is to make a system, process and scheme that conforms to the enterprise's own development by forecasting and judging the external market, to ensure the stability of personnel and the growth of performance, and to achieve a win-win situation for enterprises and employees. The benign enterprise strategy is mainly manifested in the stability of products, the predictability of market development, the competitiveness of salary and welfare, the rationality of personnel development and promotion and elimination mechanism, and the uniqueness of cultural values.

For human resource managers, what help and guidance can a benign enterprise strategy provide? Specifically from the following aspects:

Direction of human resource planning

At different stages of enterprise development, the focus and planning direction of human resource management are different. In the early stage of starting a business, the strategic focus of an enterprise is to occupy the market and seek survival, so the focus of human resource management is recruitment, training and employee motivation; In the growth and development period of enterprises, the products or markets of enterprises need to be continuously expanded, and enterprises need to be refined and strong, so the focus of human resource management lies in recruitment, training, motivation and corporate culture construction; In the stable and mature period of enterprise development, enterprises need to innovate constantly and establish core teams and brands. At this time, the focus of human resource management lies in systematic investment, training, motivation and establishment of core values.

recruitment strategy

Enterprises are at different stages of development, and their recruitment strategies should also change at any time. In the early stage of starting a business, enterprises need practical and compound talents, so the focus of human resource management is to recruit employees with strong execution and flexibility, and at the same time, one person may be needed for multiple posts. Enterprises can recruit through acquaintances or on-site job fairs; In the growth and development period of enterprises, enterprises need professional and creative talents. At this time, enterprises need to be guided by background, education and experience when recruiting, and human resources departments can adopt online recruitment, campus recruitment, headhunting recommendation and other methods; In the stable mature period, enterprises need developing and sustainable talents, and enterprises pay more attention to the coaching ability and management ability of candidates when recruiting, so human resources departments can adopt online recruitment, campus recruitment, headhunter recommendation and internal recommendation training.

Training focus

In terms of employee training, different stages of enterprise development have different emphases. In the early stage of starting a business, enterprises need to save costs and reduce waste, so training focuses on cultivating employees' execution and operation ability; In the period of growth and development, enterprises need to pay attention to encouragement and elimination. At this time, the focus of training is to cultivate the management ability of employees and cultivate corporate vision. In the stable mature period, enterprises need to carry out management innovation and process reengineering, so the focus of training is to cultivate managers' leadership art and enterprise culture and values.

The original intention of the performance

Enterprises in different stages of development, the focus of performance management is also different. At the initial stage of starting a business, the enterprise strategy focuses on encouragement and elimination, and at this time, the performance management focuses on elimination, recruitment and layoffs; In the period of growth and development, performance management focuses on motivation, employment and motivation; In the stable mature period, the enterprise strategy lies in encouragement and re-encouragement, so performance management focuses on encouragement and promotion, employing and retaining people.

Salary positioning

At different stages of development, enterprises have different salary orientations. At the initial stage of starting a business, the enterprise strategy is mainly based on low cost and high output, so the salary management needs to strengthen performance management and use the management of high commission, piece rate and sharing; In the period of growth and development, the focus of enterprise strategy is to surpass the market and competitors, so salary management needs to pay attention to salary structure design and market data acquisition; In the stable mature period, the focus of enterprise strategy is to keep consistent with the market, so salary management needs to pay attention to welfare, care and culture.

In view of the above-mentioned specific management strategies and work priorities, human resource managers must always pay attention to the enterprise strategy, adjust the work priorities and management objectives at any time, ensure that the enterprise focus is the focus of human resource management, and ensure that the enterprise's attention to demand matches and matches the effectiveness of human resource management implementation. In short, organizational strategy is fundamental, and all activities and behaviors of human resource management must closely focus on enterprise strategy and demand. The formation of enterprise strategy is the beacon of human resource management strategy, and human resource management strategy is the engine of enterprise strategy. Only by supporting and ensuring the effective implementation of enterprise strategy, can enterprise strategy and human resource management strategy form an organic combination and cooperation, and can we truly realize the substantive value and position of human resource management in enterprise strategic management.

The influence of enterprise strategy in human resource management 2 Abstract: As an important part of enterprise development, human resource management directly affects the economic benefits and future development trend of coal enterprises. Based on this, this paper mainly expounds the influence of enterprise human resource management on economic benefits, and puts forward some countermeasures to improve the human resource management of coal enterprises, in order to provide relevant reference for everyone.

Keywords: enterprise; Human resource management; Economic benefits; Influence; Countermeasures

As we all know, human resource management plays an important role in the development of coal enterprises, which is directly related to whether the development goals of coal enterprises can be realized and affects the future direction of coal enterprises. Therefore, this paper expounds the concept of enterprise human resource management, and discusses the influence of enterprise human resource management on economic benefits, so as to improve the quality of coal enterprise human resource management, make coal enterprises have sufficient competitiveness in the market and realize the maximization of economic benefits.

First, the content analysis of human resource management in coal enterprises

The English name of HumanResourceManagement is "human resource management", which belongs to management science. It mainly refers to a management method that effectively manages human resources and gives full play to the greatest advantages of human resources through recruitment, training, salary and other management forms under the guidance of economics, humanism and other ideas. Through human resource management, coal enterprises can not only coordinate human resources within enterprises, build harmonious interpersonal relationships and resolve contradictions; We can also give full play to the subjective initiative of human resources, so as to make the best use of people, so as to achieve the development goals of enterprises as soon as possible. The work of human resource management includes the content of China, but in coal enterprises, the work of human resource management mainly involves the following aspects. First, personnel training. As we all know, talents are the cornerstone of enterprise development, and excellent talents can help enterprises obtain more economic benefits and create richer value. Therefore, the core content of human resource management in coal enterprises is to cultivate talents, determine the talent training plan and improve the comprehensive quality of talents. Second, talent recruitment. At present, under the background of increasingly fierce competition in coal enterprises, talents are also in a tense situation. In this case, coal enterprises need to pay attention to talent recruitment in human resource management, and recruit talents from society, universities and other places according to the needs of enterprises to ensure that the recruited talents have high comprehensive quality and professional ability to meet the employment needs of coal enterprises. Third, talent evaluation. At present, the lack of talent evaluation in the development of coal enterprises makes the salary and workload of some talents unequal, and it is easy to have the idea of job hopping. In this case, coal enterprises need to pay attention to talent evaluation in human resource management, improve the reward and incentive system of talents, mobilize the enthusiasm of talents, stimulate the potential of talents and improve the efficiency of enterprises.

Second, the analysis of the impact of enterprise human resource management on economic benefits

(A) human resource management can improve the economic benefits of coal enterprises.

As we all know, talent is the foundation of the development of every industry, which directly or indirectly affects the development and economic benefits of the industry, and coal enterprises are no exception. In the development of coal enterprises, human resource management can help enterprises to form a professional talent team and improve the talent management system. In this case, everyone can give full play to their potential, truly realize their talents, create more economic benefits for coal enterprises, improve their market competitiveness, and help coal enterprises achieve better and faster development.

(B) Human resource management can realize the integration of economic resources of coal enterprises.

With the rapid development of China's social economy, the competition among coal enterprises is becoming more and more fierce, and human resource management is more important. In this case, if coal enterprises want to achieve rapid development in an all-round way, they need to strengthen the management of human resources, understand the characteristics of each talent in advance, and rationally divide the work according to the characteristics of each talent, so that each talent can exert its maximum potential in the job, realize the optimal allocation of talents, and integrate the existing economic resources within the enterprise to steadily improve the economic benefits of the enterprise.

There are many contents of human resource management in coal enterprises, one of which is performance appraisal mechanism. In the development process of coal enterprises, through scientific and reasonable performance appraisal mechanism, we can quickly achieve the economic goals of enterprises, ensure that the salary of each talent is reasonable, and each talent can get the same salary as labor, realize distribution according to work, mobilize the enthusiasm of each talent in a subtle way, improve the work efficiency of coal enterprises and promote the rapid development of coal enterprises.

Third, strengthen human resource management and improve the economic benefits of enterprises.

(A) coal enterprises to strengthen the allocation of human resources.

According to a large number of data, there are many internal talents in the development of coal enterprises at present, but in the management of many talents, people do their best, resulting in a serious waste of human resources, which has a certain negative impact on the development of coal enterprises [5]. Faced with this situation, coal enterprises need to strengthen the allocation of human resources in order to improve economic benefits, which can be carried out from the following two aspects: on the one hand, coal enterprises need to formulate a perfect human resource management system according to their own development and talent possession, and rationally allocate human resources through the human resource management system, so that each talent can play the greatest role in their respective posts. On the other hand, under the background of economic globalization, the development of coal enterprises is gradually moving towards internationalization. In this case, coal enterprises need to arrange plans for internal talents to study abroad, so that people can study in excellent enterprises, master the professional skills of talent management in excellent enterprises, motivate talents, continuously improve their comprehensive quality and realize the optimal allocation of human resources.

(2) Improve the performance appraisal system of human resource management in coal enterprises.

At present, although some coal enterprises have talent performance appraisal mechanism in human resource management, their talent performance appraisal mechanism is backward, the content and method are outdated, which does not adapt to modern society and reduces the quality of human resource management in coal enterprises. Faced with this situation, coal enterprises need to build a perfect human resource performance appraisal system in the development process, which can be started from the following two aspects: on the one hand, coal enterprises need to fully consider the economic benefits of enterprises in the process of formulating human resource performance appraisal system to ensure that the designed performance appraisal system can help enterprises obtain the maximum economic benefits. On the other hand, when formulating the performance appraisal system of human resources, coal enterprises need to fully consider the current development situation and development goals of enterprises, formulate different performance appraisal systems in different development periods, and fully keep pace with the times to ensure the smooth realization of economic appraisal goals and obtain more economic benefits for coal enterprises.

With the rapid development of coal market, the development prospect of coal enterprises is becoming clearer and clearer, and the matters needing attention are more comprehensive. Therefore, in order to ensure the maximum economic profit, coal enterprises need to build a perfect reward and punishment mechanism for human resource management in the development process, which can be carried out from the following two aspects: on the one hand, coal enterprises need to accurately understand their own economic strength, economic management work content, talent allocation and so on. And strictly refer to these data to formulate the reward and punishment mechanism of human resource management, so as to stimulate the work potential of each employee and improve the work efficiency of talents in coal enterprises. On the other hand, because each employee has different performances in the work process, for example, some people are lazy and others are serious and responsible, in view of this situation, coal enterprises need to formulate a perfect talent reward and punishment mechanism according to each employee's specific performance in the work, and give appropriate rewards to those who have strong work ability and contribute to the enterprise, and punish those who have weak work ability, lazy sleep at work and fail to make outstanding contributions to the enterprise.

Fourth, summary.

In short, under the background of resource shortage, the market competition in the coal industry is becoming increasingly fierce, and there are also many problems in the process of human resource management, which can not obtain reasonable economic benefits. In this case, coal enterprises need to strengthen human resource management, keep up with the trend of global economic integration and the development of the coal market, formulate a scientific and reasonable human resource management plan, rationally allocate human resources, give full play to the talents of employees, and improve the comprehensive quality of each employee, so as to help enterprises obtain the greatest economic benefits and promote the sustainable development of coal enterprises.

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