Human resource management innovation in the changing era

Innovation in human resources management in the era of change

In the era of change, if companies want to seek a breakthrough, it is natural that the situation is unpredictable, and the way to break through the situation needs to be found by people. Human resource management needs to be more innovative.

Nowadays, we can clearly feel the contradictions brought about by China's economy entering the "new normal": on the one hand, a considerable number of traditional enterprises feel that business is difficult to do, the weather has become cold, and they are eager to find new opportunities. solutions, such as transforming to the Internet; on the other hand, the listing of companies such as JD.com and Alibaba has interpreted a new round of capital myths and demonstrated vibrant and infinite possibilities, although many of these companies have not really made money yet. But the most uncomfortable thing is: no one can figure out the direction. The present is unbalanced, the future is balanced, and the present is on the road.

This may be the era we live in. Some Western scholars call it "VUCA", which refers to volatility, uncertainty, complexity and ambiguity. I prefer to call it an era of flux and change. Generally speaking, change refers to being different from the past. What is different? This change has a certain degree of ductility and direction; but change has no direction, and change is also flowing. It goes with the trend, and the change itself adds to the flow. On top of nature, there is some mutation and discontinuity.

Three forces in the era of change

First, let’s talk about the new economy. To a certain extent, emerging industries and new-generation enterprises spawned by information technology represent a vigorously growing and powerful private force. New players such as JD.com and Xiaomi who came on stage in the second half are gaining momentum and are unmatched for a while, replacing the veterans in the first half on a large scale; and Internet finance and Internet real estate companies represented by Qianhai WeBank and Fangduoduo will also Have an impact on the existing structure of the industry. In the foreseeable future, the theme of this era will still be: industrial change and enterprise emergence, a new generation replacing old ones, entrepreneurship, innovation, and wealth creation will still be the strongest voice of the era. If a young man seizes the opportunity and overtakes others in a corner, his wealth in a few years will exceed the combined savings of his parents in decades. This is the opportunity given to new mankind by the times.

Secondly, new humans. From a human perspective, the so-called "era" is not a concept of time, but a concept of generation. The generational change of people has given rise to the metabolism and renewal of business, so the new generation of enterprises will eventually come from the new generation of people. Today, with the background of globalization and the rapid development of the Internet, people are becoming more and more keen on finding self-identity, because individuals have more opportunities to change their own lives than before. At the same time, children nowadays no longer ask their parents for answers to "One Hundred Thousand Whys", but are gradually accustomed to asking for help online; but parents have to ask their little ones in turn: How to download an App on their mobile phones? This It is the difference between "immigrants" and "aboriginals" in the Internet era.

Finally, let’s talk about new technologies. Information is actually a meaningful arrangement of data. In the past, we did not pay much attention to information, mainly because we are in a simulated world, and the elements of this world are roughly described as causal relationships. With the advent of digital technology, this description can become more precise. In this way, the density, accuracy, and propagation speed of information have changed geometrically. At the same time, the flow of information has brought us a "zero-cost society". The biggest problem with information is the uncertainty of its value. Therefore, many Internet companies cannot be valued according to conventional methods, but such fluctuations will have a profound impact on all aspects.

Therefore, in this context, if companies want to seek a breakthrough, it is natural that the situation is unpredictable, and the way to break the situation needs to be found by people, and human resource management needs to be innovative.

Ten new trends in human resource management

Under the influence of new technologies, new economies, new humans, and new needs, human resource management is also in urgent need of new concepts that are in line with the general trend. and new methods, summarized as ten new trends:

One of the trends:

From the traditional strategic map to determine the organizational map, and the organizational map to determine the talent map, to vision Drive talent, talent drives strategy?.

In the traditional sense, "Strategy determines structure, and structure follows strategy" is a natural logic. This logic is mainly applicable to the strategic choices of large enterprises in a steady-state economy, but in the current sudden and discontinuous In this environment, windows of opportunity often pass by in a flash. At this time, if companies want to seize the opportunity and make a difference, they often do not have sufficient preparation time. They cannot take aim and then shoot. Instead, they can roughly estimate the direction and shoot first. Aim again and adjust your stance during mobile combat. At this time, what human resource management needs most is not matching thinking, but creative thinking. Because strategies are unknown in advance and emerge suddenly, everything is changing rapidly, and relatively stable strategies and organizations cannot respond in time. Only people can react quickly and make instant judgments based on the sound of artillery and war fire on the front line. Only humans can respond to huge complexity and uncertainty.

Therefore, the logic must be reversed, especially for those companies that are committed to innovation. Instead of assigning people to jobs, they should set up tasks according to people. In the Internet era, everything goes back to talents, serving talents, and providing opportunities and platforms to talents. This is where the future of the organization lies, where capital returns lie, and where the business continues to thrive. Therefore, traditional human resources management is increasingly showing its inherent limitations in the changing era.

At CVTE, if an employee comes up with a good idea and believes that this product should have a market in the future, the company will provide a standard research report for him to conduct research based on; company strategic planning If the department believes that the research is reasonable, it will first establish a business department for him and the project, and may later establish a subsidiary for him. Currently, there are more than ten subsidiaries hatched by Shiyuan Technology, and some are in the process of being incubated.

Trend 2:

From human resources management to talent management, from quantitative changes in efficiency to qualitative changes in effectiveness, the importance of key talents is further highlighted, often It is easy to get a thousand armies but hard to find a general.

The knowledge economy is a natural economy of scope. In particular, the Internet has greatly expanded the scope of transactions, reduced transaction costs, and amplified individual capabilities. Excellent talents can influence thousands of households through Internet-based products or applications, which was unimaginable in previous eras. For example, the launch of WeChat led by Zhang Xiaolong has obviously significantly improved the strategic landscape of the entire Tencent company.

In this context, the concept of talent management is increasingly recognized by more and more entrepreneurs. One outstanding talent can support two or three people, or even 10 people. Therefore, in the era of talent management, the relationship between employees and companies is also changing: from employment to partnership. It is no longer just bosses who fire employees, but an increasing proportion of employees fire bosses; from corporate loyalty and organizational commitment to Professional loyalty, industry loyalty, multiple commitments. The employee turnover rate of many Internet and high-tech companies remains high, but these people have not left the circle, but are jumping around, or leaving their jobs to start their own businesses.

In this case, on the one hand, enterprises need to strengthen employer brand building, clarify talent value propositions, control entry barriers, and truly find high-quality talents that meet the business attributes of the enterprise. For example, Tencent proposed "Looking for people with dreams" , A strong person who loves learning is actually consistent with the temperament of the Internet industry that emphasizes "rapid iteration". On the other hand, we should strengthen cultural construction, retain good employees in a certain democratic consultation atmosphere, de-administrate personnel management, and loosen the constraints of talents so that they can develop and innovate.

Trend three:

Enterprises are version 2.0 of organized human life, villages, tribes, and clans are version 1.0, and free association of free people is version 3.0. Now we have to pursue a balance between, on the one hand, moving from "Talents belong to me" to "Talents are used by me", and on the other hand, we need to establish a hometown of family ties.

Why do companies like Alibaba always promote the "Internet spirit" and "new business civilization"? In my opinion, we may be experiencing a migration of civilization and a change in the organizational form of human society. The rapid evolution of villages, tribes, and clans (version 1.0)? Companies (version 2.0)? The free association of free people (version 3.0)? We may now be in a state of 2.5. The Internet has brought about the possibility of large-scale, cross-organizational, and cross-regional collaboration; many young people are SOHOs, but they still work and connect with the world; people have long been accustomed to building groups and relationships through social software, and the meaning of colleagues is Changes are happening quietly. Because companies can only purchase employees' "labor time", what is really needed is "labor effort", but the employee's level of input is determined by himself. Therefore, it is important for companies to establish emotional connections with employees and form a psychological contract.

Now more and more companies are beginning to implement platform strategies and ecological organizations. Entrepreneurs need to take into account two kinds of thinking at the same time: one is to establish a big talent view based on the whole society and foresee the 3.0 version. The organizational shape has shifted from focusing on "owned by me" to "used by me", establishing an open talent ecosystem, as advocated by Xiaomi, "fans are employees"; the other is to return to version 1.0 and build family ties. Hometown really needs to feel a little "closer".

Alibaba is such a company. The annual employee collective wedding is a grand festival of the company. Company executives serve the newlyweds with wine and witness the wedding, which greatly enhances the emotional connection between employees and the company. Alibaba has a cultural brochure called "Alibaba dialect", and employees also like to call themselves "Alibaba people". In other words, employees are not just workers, they also form a community.

Trend No. 4:

The transformation of the HR department model is accelerating, from the "select and retain" model to the "three-pillar" model as standard, that is, business partners (HR- BP), *** Sharing Center (HR-SSC), Expert Center (HR-COE).

HR-BP is a concept proposed by Professor Ulrich in 1997. There are different types of functional settings:

The first type is business-oriented, with Lenovo Company As a representative, HR-BP works together with the business team, except that some people in the team are in charge of sales and some are in charge of purchasing, while HR-BP is in charge of organization and people.

The second type is more cultural, represented by Alibaba, and HR-BP is called "political commissar". As the name suggests, he helps lead the team and do a good job in ideological construction. The branch is built on the company. . Different from business BP, the line of the political commissar system is also to make up for the problem that values ??will inevitably be diluted with rapid expansion and personnel expansion, strengthen the assessment of values, and at the same time improve the willingness and ability of cadres to manage people.

The third type is more consulting-oriented, represented by Nongfu Spring, which builds the HR-BP team into the company's HR function team, doing several large projects every year to promote organizational development.

All of these, the decentralization of human resource management functions has enhanced mutual understanding between HR and line managers, and also made HR work more pragmatic. As the three-pillar model becomes more and more perfect, traditional HR specialists will face elution, and their functions will either be absorbed by line managers or replaced by information technology. Traditional HR either switches to business or takes the expert route.

Trend No. 5:

Digital human resources management is the general trend. Accurate matching based on algorithms has fully spread to various fields such as recruitment, training, performance, salary, and benefits. In the future, will be deepened day by day.

As people pay more and more attention to big data resources and algorithms, data culture may be destined to become an invisible religion in the Internet era. This kind of culture respects facts, emphasizes accuracy and promotes rationality. It will also affect the concepts and methods of corporate management. It may have just begun, and the field of human resources will definitely become a new battlefield for another group of smart people.

Applying human resources management software to record and accumulate employee personality data, and conduct personalized management of employees based on the data, will definitely be the future development trend. For example, Google’s human resources department is called People Operations, or POPS. Like a rigorous scientific laboratory, this department has established multiple data collection platforms within the company to observe employees' work habits, daily behaviors, etc., and implement human resource management initiatives accordingly. The assessment, salary, benefits and training of employees are all given personalized treatment based on data. POPS research found that as a result of the recession and increased competition, employees valued base pay more than any bonus, and ultimately decided to give all employees a 10% pay increase, which left employees very satisfied.

? Trend Six:

From companies running universities to companies turning into universities, from companies operating products to companies operating knowledge, the development trend of the new round of corporate universities is mass Educate the masses, use video, APP, and independently develop cases.

I have investigated the practices of corporate universities such as Taobao University, Wanda University, and JD University. The most common feature is that they are all determined to accumulate knowledge and make training more useful. Become lighter, video-based, AAP-based, and promote micro-learning, micro-training, and micro-sharing. As for the operation method, it is no longer just top-down ability model, curriculum system and teacher development. This is not in line with the ethos of the Internet era: everyone is a teacher and everyone is a student. "From the masses to the masses", and use the method of "the masses to educate the masses" to improve the organizational capabilities of the enterprise.

In addition, the positioning of many corporate universities is no longer limited to the inside of the company, but like Motorola University back then, it wants to affect the industrial chain, because the competition between platform-level companies is often "chain versus chain". ?Competition between ecosystems and ecosystems. On this road, Alibaba’s Taobao University seems to be the fastest in terms of concepts and methods. It has already completed the journey of "stores cultivate stores", online and offline courses, and joint vocational schools (such as with Yiwu Business College, Chaoshan Vocational and Technical College) College cooperation), independently developing online business teaching materials, promoting the development of "Taobao Village", experiential teaching, and accurately configuring courses through big data. The latest development direction is to establish an entrepreneur university and inherit the entrepreneurial spirit.

?Trend No. 7:

The new generation of employees has truly arrived. A large number of people born in the 1990s have entered the workplace. Affected by the times, family wealth accumulation, and the 421 structure, this is a group of not so Employees who are short of money bring new challenges.

Nowadays, children born in 1992 and 1993 have graduated from college and entered the workplace in large numbers. However, the earlier generation born in the 1990s have several years of work experience, and workplace phenomena such as salary increases, promotions, and job changes are beginning to appear. The difference is that most of the parents of those born in the 1990s are already born in the 60s. They have caught up with the spring of reform and opening up, and have better wealth accumulation than those born in the 50s. In addition, the age of first marriage has been pushed back, and by the time those born in the 90s get married, Many of them no longer worry so much about their houses and cars. Therefore, there is a strange phenomenon in the workplace that people can resign naked because they can chew their boss.

We are ushering in a group of employees who are not so poor in money. They have fewer ties, their demands are purer, and they are more difficult to manage, because management has fewer grips, which requires Make corresponding adjustments: First, deauthorize and truly respect talents, especially in the Internet era, which has greatly shortened people’s psychological power distance; second, place more emphasis on the meaning of the work itself and create a fun organizational atmosphere so that employees feel meaningful and If it is interesting, provide "immediate feedback"; thirdly, establish a sense of professional honor, build the organization into a platform, set up a stage for employees, let employees sing, and retain people with system advantages.

? Trend No. 8:

Dividing accounting units and promoting management accounting have gradually become routine actions in performance management. Responsibilities are assigned to people, and responsibilities and rights are highly unified. The management of employees requires delegating power, giving profits, giving fame and showing love.

There is a term in organizational behavior called "social loafing", which generally refers to the effort that each person should make as the number of participants in a group increases. It's not an increase, it's a decrease. In fact, in enterprises, this kind of phenomenon is common: buck-passing, wrangling, workmanship, and overstaffing. Chinese fables also come up with a simple truth: three monks had no water to eat.

How to solve the problem? To untie the bell, one must tie the bell? Let the individual's efforts be exposed again in the organization, divide the organizational unit into small units, and let everyone be responsible for a complete incident to the end. They can see each other. In particular, knowledge workers are naturally composite employees who are eager to prove themselves through personally controllable work performance.

Zhang Ruimin of Haier proposed "enterprise platformization, employee makerization, and user personalization". At the end of the year, he continued to emphasize that middle-level people should also start their own businesses and split the company into 2,000 small and micro enterprises. Zhang Ruimin believes that "everyone is a CEO" and can keep up with the speed of users clicking the mouse. Another example is Aoyang Shunchang, a traditional enterprise engaged in metal logistics and distribution. It is also advocating an "internal company system", dividing accounting units into smaller units, promoting management accounting, and clearly defining responsibilities and rights, with remarkable results.

Trend No. 9:

Human capital has entered the era of equity. From capital hiring talents to talent hiring capital is the new normal under intellectual capitalism, and the management of people has been restructured. Facing institutional testing.

Regarding various production factors in the input-output process, people once paid special attention to "land", and there was a land enclosure movement. Later, the importance of capital was advanced, and now it gradually turns to people. This change in the ranking of values ??reflects the progress of history and also heralds the true arrival of "intellectualism". People are becoming more and more inclined to believe that key human capital is more important than financial capital and needs to be invested first so that it can enjoy the right to claim residual value.

At Vanke’s 2014 Human Resources Line Conference, Yu Liang proposed an upgraded new concept: Talent is Vanke’s only capital. This upgraded version actually only adds two words "unique", but the sense of weight is greatly different. On the one hand, Vanke binds personal development to the future of the company through stock co-investment, which is conducive to the formation of a shareholder mentality and a partnership mentality; on the other hand, through project co-investment, it binds project income and personal gains and losses to promote internal collaboration. Yu Liang believes that "professional managers can create and enjoy without any risks." Once encountering huge industry risks, professional managers will be difficult to rely on, and the shareholding system will draw a line between employees and shareholders. The equal sign.

Trend No. 10:

The times call for entrepreneurship, but it must transform from an "entrepreneur's enterprise" to an "entrepreneur of the enterprise", and obtain "sustainability" with organizational capabilities Competitive advantage?.

Many people say that enterprise management needs to be “decentralized”, but I don’t agree, or at least the boundaries and scope of application must be clear. In my opinion, in a confusing and chaotic operating and management environment, companies need strong entrepreneurs to point out the direction and build confidence for everyone, so that they can move forward firmly and eventually build a great organization.

Fortunately, we still have companies like Huawei that have been seeking benefits from management for decades, increasingly showing the advantages of long-distance runners. As Ren Zhengfei said, "No matter how hard a person works, he can never keep up with the times." Only by organizing dozens, hundreds, or thousands of people to work together can we touch the feet of the times. I gave up being an expert and became an organizer? There is no doubt that we need more entrepreneurs like this.

Fortunately, we still have TV stations like Hunan Satellite TV. In the past 17 years, they have had several station directors, but they have always been able to produce phenomenal programs. A kind of "sustainable competitive advantage", which is the most valuable thing. There is no doubt that we need more evergreen organizations like this.

When our economic development has entered the "new normal", running a business requires more management efforts to manage people and organizations well. You need to go with the flow, but also stay calm in the midst of agitation. ;