Why are you always busy and blindly confused? The trouble caused by HR people

This is a sad but common situation: when the CEO is looking for a real business partner, it should be an opportunity for the human resources department to create a unique talent strategy and help the company grow, but the human resources department has turned this opportunity into a double-edged sword to weaken its position because of its unclear positioning or limited ability.

Although it sounds harsh, the fact is that in the minds of many CEOs, there is not much concept of human resource management. They care more about business. Only when human resource management is related to business, do they really care about human resources. The reason for this result is: in the eyes of many CEOs, human resources practitioners are a pair? Busy, blind, confused? My appearance: busy, blind, at a loss. Among the reasons for many bad cooperation experiences between CEO and human resources department, the latter is not sensitive enough to business and has become the chief culprit.

After understanding the environment we are in now, and the fact that the human resources management department must take the initiative to go to the front desk and create value under the financial crisis, this issue will discuss how the human resources department understands the needs of CEO, how to reflect self-value, how to make a difference, and how to become the value creator of enterprises for the winter.

With the coming of winter, the crisis of human resources is that human resources must stand up and get rid of it? Handyman? Become a strategist of CEO. The real value of human resources lies in providing unique solutions and creating value to meet the special needs of various businesses. Only in this way can we save ourselves while saving the enterprise.

What is HR in CEO's eyes?

Many CEOs don't pay attention to human resource management. In the eyes of CEO, HR managers are so busy and have all kinds of things on hand, but what is revealed in this busyness is their own blindness and confusion. To change this situation, we must first understand one thing, why is it so difficult for human resources departments to become strategic partners of enterprises?

Does it cause CEO and human resources department? Bad cooperation experience? In the root cause analysis, CEO and business leaders are very disappointed with the lack of business acumen in human resources department, which accounts for 56% of the root cause.

This is really a terrible thing!

If the HR department can't clearly understand the company's business, it can't achieve the goals that the leaders want. The production supervisor of a large multinational company once said: In the recruitment process, we explained the human resources department in detail, but through the application, we knew that they did not clearly understand our business needs. Usually 10 resumes, we will throw away 8. Obviously, how to find the right person has not been given priority by the human resources department. They seem to be dealing with work! ?

An interviewed CEO even claimed that the human resources department not only failed to understand the business, but shifted its focus. ? This is not an isolated phenomenon. The human resources department is too rigid in process and desk work. They have too many forms and too many details, which not only affects the efficiency of human resources management, but also causes the business department to waste too much time in this process, which makes us unable to carry out the work we should do, and the result will inevitably endanger the business. ?

What the CEO thinks HR should have.

Now, it's time for human resources to stand up! Human resources can play a greater role, provide strategies that match the enterprise strategy and planning, and become the engine for CEO and enterprises to create value.

So how to understand the real needs of enterprise management? The tone that human resources need business skills has been played for a long time. The key question is: what are the abilities? The best way is to communicate directly with the person in charge of the business department. Through interviews with hundreds of CEOs around the world, we found that they want human resources to have three abilities:

First of all, we should know how the company makes money and how it grows. When the leader spoke? Business mind? About half of them refer to basic business knowledge. They ask their human resources department to know how the company makes money and how to grow. If people in the human resources department don't have a deep understanding of the company's business model, it is difficult for human resources people to become the core of the company. Usually, most of the best human resources directors in the market have working experience in business departments.

Second, the human resources department should understand how to create value through employees. As one leader said. Many human resource managers are not very creative and proactive. A typical case is that they regard themselves as the supervisor of the management system, rather than the department manager who needs to create great value for the company. ? Many human resources practitioners don't know that the work of human resources is actually creating value. The limitations and patterns of human resources practitioners directly lead to the decline of employee engagement. It can be said that many employees? Leave? Is this the human resources manager? Carefully planned? Yes

Finally, the strict CEO requires the human resources department to have the ability to establish a talent strategy that matches the business strategy. How to make employees do what the CEO needs them to do is the most difficult part of most CEO's work. ? When I need some advice on how to manage employees and how to make them work, the human resources department can't provide strategic advice. The solutions they provide are always old-fashioned, boring and have nothing to do with the characteristics of the company. ?

What should HR pay attention to in cold winter?

In fact, the human resources department is seeking transformation and changing its image and status. In recent years, the human resources department has invested a lot of time and energy in trying to become a business partner. So what should human resources do in the cold winter? Let's take a look at what CEO cares more about in the cold winter, which determines what human resources should pay attention to.

The first concern of CEOs is how to survive or expand the market in the severe winter. It is not enough to survive, but more importantly, how to expand. In the fierce competition, if you don't advance, you will fall back. Secondly, how to adjust the business strategy and business growth direction. This requires a forward-looking vision and a good grasp of the economic situation. It is of practical significance for Vanke to follow the government's idea. The third is the adjustment of product or service structure and product pricing. Finally, how to adjust and reduce the cost and budget in all aspects.

Accordingly, what should human resources practitioners pay attention to? To sum up, there are the following issues to consider:

● Are there any personnel management operations in our enterprise that affect our efficiency and devour our profits?

● What kind of talents are most available? Winter? Create value for the enterprise?

● How to ensure the talents needed by the company to implement the new business strategy and how to adjust and optimize the talent structure?

● How to adjust performance indicators and corresponding salary incentives, and is there a lower-cost way to comprehensively improve the organizational performance of enterprises, so as to achieve the purpose of improving the return on investment of human resources?

● How to better configure and motivate the sales team to improve sales performance, work efficiency and profit?

● According to the future business strategy, how to identify, retain and cultivate the core talents and leaders needed for future economic recovery?

● What organizational behaviors or employee attitudes and behaviors do we need to change in the current environment?

● How to establish an atmosphere of holding a group to keep warm, unite people's hearts, and enhance or maintain employee engagement?

● How to build and build the employer brand?

interconnection

Get rid of? Handyman? Role, HR should become the enterprise value creation engine and CEO strategist.

Traditional HR people may pay more attention to the professional content of human resources such as salary and recruitment, and have not formed a system. The next generation of human resource management should manage human resources like a business enterprise. First, it has research and development functions, studies business models, conducts data analysis in advance, predicts needed talents, and provides matching strategies. The second is to become a talent engine, to be a talent supply chain of enterprises, and to ensure the supply of key talents. The third is to drive a high-performance culture and comprehensively improve the performance level of organizations, teams and individuals. Fourthly, in organizational management, it has assumed a new role in establishing the professionalism, trust and loyalty of employees and even the spiritual connotation of the organization.

Human resources also need to change a mentality. In the economic recession, HR can become a value creator, not a supervisor and an observer, and human resources should understand their own value. The salary of a financial company has put some pressure on it, and its globalization strategy is not suitable for the developing market. The manager explains the objectives and requirements to the human resources department, and then the human resources department formulates a new salary strategy for developing markets in combination with business needs. In order to get a project, an information company needs 50 days to find about 60 professionals. The human resources department worked overtime, trained nearly 20 people through various courses, and recruited 40 people. The company finally won the project successfully.

It can be seen that human resources are most valued by business leaders when dealing with special support needs, and business departments are seeking professional knowledge and services from human resources departments. Relatively speaking, the promotion of the plan by the human resources department is rarely taken seriously by the leaders, even when the human resources promote the plan to save labor costs.

Such a conclusion is obvious. The road to success of human resources does not depend on the personnel policy of its design and management, because the value of these things is limited. The real value of human resources lies in providing unique solutions and creating value to meet the special needs of various businesses.