Help: Problems in human resources management (2)

In the process of implementing informatization, domestic enterprises have always regarded human resource management systems as a luxury and rarely get involved in them. On the one hand, this is because human resources management software requires a lot of investment, the products are complex, and the investment and risks are unbearable for companies; on the other hand, it is also because most domestic companies, especially fast-growing companies, do not accurately grasp their own needs and use human resources Resource informatization is a daunting road. In response to these current situations, Kingdee International has solemnly released the Kingdee K/3 rapid HR application software package based on the characteristics and needs of human resource management in rapidly growing enterprises, providing new ideas and solutions for enterprises to comprehensively and quickly realize the informatization of human resources management. , this article aims to discuss this new development direction with enterprises that are concerned about quickly realizing the informatization of human resources management.

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Human resources management for fast-growing enterprises Characteristics and needs

Xu Shaochun, President of Kingdee International, once pointed out incisively that the management models of growing enterprises at different stages of development are to a large extent reflected in the different management methods of "people" and "organization" . The management model in the first stage of enterprise development can be called "people-oriented". The development of the enterprise can be driven by the entrepreneur alone, reflecting the greatest degree of humanization and freedom. The focus of the second stage is process management. There is a need for a standardized management system and business processes; in the third and fourth stages, due to the increased management flexibility and emphasis on cooperation and openness, the management models in these two stages can be collectively referred to as "open system models"; in the fifth stage , and what is far from being achieved by the vast majority of Chinese enterprises is the goal-oriented management model, referred to as management by objectives.

This view is endorsed by many companies and can also help us analyze the characteristics of human resource management in fast-growing companies. Human resources management informatization may face different tasks and management needs in different enterprises:

Collective management needs: When start-up enterprises develop to a certain scale, departmental division of labor begins to appear within the enterprise, and it begins to be transparent Professional managers are used to manage several departments. This is the collectivization stage of enterprise development. At this stage, the main change in management is the transformation from entrepreneur-driven so-called "people-oriented" management to process management. For this purpose, a dedicated personnel and administrative management team needs to be established, whose main responsibility is to guide employees and business teams. , guide employees to implement decisions made by decision-makers. At this stage of enterprise human resource management informatization, the focus is on selecting the basic modules of the human resource management system to quickly solve basic personnel management and avoid spending too much time and money on the pursuit of perfection in the human resource management system.

Standardized management needs: When an enterprise develops to a certain level, employees have accumulated a certain amount of practical experience through continuous guidance and practice, and their level of self-management is also improving, and they begin to require more autonomy; at the same time, the enterprise With the expansion of scale, the increase of management levels, the rapid spin-off of departments, and the increasingly dispersed sales regions and networks, senior managers began to evaluate subordinate organizations through extensive authorization and adopted regular performance reports and profit center assessment methods. At this time, managers’ compensation The focus is on individual performance bonuses. The main problem facing human resource management is how to quickly implement standardized management with "authorization" as the main control method. The informatization of enterprise human resources management at this stage focuses on meeting the flexible organizational structure adjustment and basic personnel affairs processing and information maintenance needs, meeting the salary management needs of salary classification management, and social security and welfare management for employees to pay various social co-ordination insurances, etc. need. At the same time, enterprises have begun to have demands for human resources analysis, requiring that the human resources system, in addition to providing common reports such as personnel, salary, and social security benefits, can also provide various customized report functions that meet the individual needs of the enterprise. These functions can basically be realized through the standard modules of the human resources system.

Requirements for refined management: With the rapid growth of enterprises, corporate organizations have begun to reintegrate, such as dividing grassroots personnel into several product groups and setting up appropriate departments according to products. After extensive authorization, top managers began to emphasize supervision again. The enterprise's control system was composed of new planning centers, responsibility centers, profit centers, cost centers and investment centers.

At this stage, the organization will become larger and more dispersed, and organizational capabilities will become the key to strategy execution. The main problem faced by human resources information at this stage is how to quickly decompose high-level strategic goals to each department and each employee, and combine it with the corporate development strategy to quickly create a job management system based on the competency and quality model. The evaluation and incentive system with performance management as the core quickly creates a strategic human resources management platform composed of CEO, HR manager, business manager and employees.

These three major categories of needs summarize the current needs of most domestic enterprises for human resource management. At the same time, they also provide a feasible way for enterprises to implement human resource systems step by step and quickly realize the informatization of human resources management. path. Domestically, Kingdee's human resources system is widely used in three types of enterprises: the first type is enterprises that hope to quickly realize basic human resources management. These enterprises have begun to take shape but lack basic management; the second type are enterprises with a solid foundation and have already Enter fast-growing enterprises and quickly standardize enterprise management and optimize business processes through the Kingdee human resources management system, such as Baidu Online, Shantou Ultrasound, Qingdao Maersk, Shanghai Garden Hotel, etc.; the third category is large-scale enterprise groups that have experienced many years of development , establish a human resources strategic management platform through the Kingdee human resources system, such as Shenzhen AVIC Group, China National Pharmaceutical Group Corporation, West China Hope Group, Guangdong Shipping Group, etc.

Misunderstandings and correct starting points for quickly realizing the informatization of human resources management

To quickly realize the informatization of human resources management, enterprises must formulate practical solutions based on their own development status and actual needs. Target. When setting goals, you should pay attention to avoid two misunderstandings:

Misunderstanding 1: Pursuing one step to achieve the goal, greedy for large functions and comprehensive functions. This is a typical high consumption of "human resources". Informatization is actually a management project, which is used to solve the management problems of enterprises. As enterprises develop, so will the software itself. One-step informatization is divorced from the actual needs of human resource management, which not only increases the actual investment cost, prolongs the implementation cycle, but also increases the cost of future generations.

Myth 2: Human resources is a matter for large companies and has nothing to do with small and medium-sized enterprises. Human resource management emerges with the separation of responsibilities and powers in enterprises. As long as the enterprise begins to allocate management and work responsibilities through authorization, it needs to implement human resource management informatization through the human resources system. Manual methods can easily cause human resource management to lose control. , and it is difficult to provide personnel, training, salary, and welfare information needed by employees and managers in a timely manner.

Therefore, when enterprises formulate the goals of human resources management informatization, they can neither ignore reality and blindly pursue the big picture; nor can they ignore one thing at the expense of the other, avoid the important and neglect the important, or give up on human resources informatization. A more realistic approach is to gradually implement different modules of the human resources system according to the development stage of the enterprise. For example, Qingdao Maersk Container Industry Co., Ltd. has adopted a step-by-step implementation strategy. In the first phase, only the personnel management system, training and development system, recruitment and selection system, salary and welfare system, and report inquiry system of the Kingdee K/3 fast HR software package were implemented. , no performance management system has been implemented yet.

The starting points for human resources informatization of enterprises at different stages of development will be different, but they must consider several aspects such as products, implementation, services, and customer cases. The basic starting point for rapid realization of human resources informatization is "rapid configuration, rapid implementation, rapid application, and rapid results."

Quick configuration: Rapid configuration reflects the flexibility and platformization of products. The fast-configuration human resources management software is specially developed for the characteristics of unstable organizational structure and frequent changes in business processes of fast-growing enterprises. The biggest trouble that a human resources system that does not support rapid configuration brings to an enterprise is the huge maintenance workload of organizational structure, authority management, and security management, and the system cannot keep up with changes in the enterprise; a rapidly configured human resources system also supports system integration with other systems. Dynamic integration of system environments, such as the integration of payroll management systems and financial systems. The human resources system can play some basic management functions in the enterprise integrated environment. Its organizational structure, authority allocation, workflow configuration, and multi-language configuration can also be integrated and shared with the enterprise's office automation, finance, and business systems. Therefore, the rapid configuration of human resources systems is very important for growing enterprises.

Quick implementation: The implementation of the human resources management system is not only to make the system run, but also to standardize the human resources management process through system implementation.

This change affects every employee in the company who uses the human resources system. Therefore, you should try to hire implementation consultants with experience in human resource management and implement it step by step according to scientific implementation methods. This is the basic guarantee for rapid implementation. Secondly, it is necessary to make full use of the rapid configuration characteristics of the software and solve some obstacles in system implementation. For example, the Kingdee human resources system supports the customization of processes and documents, which speeds up the pace of system implementation.

Quick application: Enterprises should always emphasize this principle when implementing human resources systems. The application of the human resources system is staged and hierarchical. In addition to the basic personnel system, the businesses embodied in other modules are relatively independent, such as training, salary, benefits, and performance management. These modules are included in Kingdee's fast HR software. Everything in the package can be implemented step by step. Enterprises can implement a module and apply a module (Module by Module) without waiting for all systems to be implemented before putting it into use. This reflects the flexibility of configurable management software and the convenience of Kingdee's fast HR application software package.

Quick results are the expectation of every enterprise. Every vendor will trumpet their software. But objectively speaking, there are big differences in the effectiveness period and investment returns of different human resource management software. Especially for large-scale foreign human resources management software, the investment is large and the implementation cycle is long. It takes a long time to see the results of the system. Even if enterprises do not doubt whether these software are suitable for China's national conditions, they can still imagine the effect of the implementation method of "taking advantage of the situation" in the context of rapid changes in enterprises.