How to strengthen human resource management in enterprises under the new situation

First, the problems existing in enterprise human resource management (1) The turnover of employees in enterprises is too frequent.

At present, with the progress of social times and the change of people's values and world outlook, the talent market has gradually changed from the traditional one-way choice market model to the two-way choice market model for both recruiters and employees. Coupled with the influence of current talent demand and talent shortage, most enterprises in China have frequent staff turnover, and the phenomenon of "job-hopping" is widespread. Corporate culture and workplace are the main reasons that affect employees' frequent turnover. At the same time, the internal system of enterprises lacks perfect incentive mechanism and reward and punishment system. In addition, some enterprises lack systematicness and perfection in human resource management, and usually only recruit talents, but lack the corresponding talent training mechanism, which leads to the lack of clear career planning for employees, development space and platform in enterprises, resulting in a large number of brain drain.

(b) How lacking is the enterprise training mechanism?

With the change of market environment, many enterprises begin to pay attention to the introduction of strategic management. However, due to the weak concept that human resources are the first resource, enterprises have not established a perfect training mechanism in employee training, and the training plan is not comprehensive enough. There is no employee training plan for the current needs of the enterprise, which is limited to a single training method such as "passing, helping and bringing" between mentor and apprentice, which obviously lags behind the growth of enterprise profits. In addition, because enterprises pay more attention to short-term output and economic goals, training can not bring short-term economic returns to enterprises, and may even leave enterprises after employees are fully trained, resulting in the loss of talents and resources, which makes enterprises continuously reduce or even cancel training investment to avoid the consequences of "making ends meet".

(3) The quality of enterprise managers is not high, and the execution of training planning is weak.

Under the new situation, most enterprises are in a critical period of development, and the effective management and development of human resources is very important. However, due to the single business and function, the professional quality and comprehensive quality of human resource managers in most enterprises are generally low, advanced management technologies such as information technology have not been fully applied, and long-term management planning of human resource management is relatively lacking. Most enterprises have not formulated scientific enterprise talent employment plans and human resource development and management plans on the basis of business plans and development goals, which leads to low efficiency of human resource management and extreme shortage of technical backbones and senior management talents.

(D) The enterprise performance appraisal system is not perfect.

Under the new situation, the competition among enterprises for talents is particularly fierce, so it is necessary for enterprises to strengthen the management of talents and establish a perfect enterprise performance appraisal system. However, at present, enterprises still have insufficient understanding of the talent performance appraisal system, and have not established a perfect and effective performance appraisal system, which greatly limits the effective play of talents. In addition, enterprises do not attach importance to the construction of corporate culture, which not only fails to attract high-tech talents, but also causes a large number of internal talents to drain.

Second, effective measures to improve enterprise human resource management under the new situation (1) change management concepts and improve comprehensive quality.

In the process of development, enterprises pay too much attention to the economic benefits of enterprises, and there are still many shortcomings in their understanding of human resource management, and they have not established a correct concept of talent management. Managers in human resource management departments should change their management concepts, re-recognize human resource management and learn from advanced human resource management methods. Humanized management is the core of human resource management. Managers should respect every employee and give them material and spiritual support. Employees in human resources departments should learn management methods and professional knowledge, constantly improve their own quality and master higher management concepts. The formulation of manpower recruitment plan must be combined with the strategic planning of enterprises.

(2) Strengthen the leadership and management of training management.

Due to the development characteristics of enterprises, when training and managing employees, we should adhere to the people-oriented business philosophy, establish a relaxed and tolerant cultural atmosphere through democratic management, human liberation and equal rights, and make employees support each other, help each other and make progress through scientific communication and incentive methods. At the same time, we should give full play to the leading role of department managers, actively care about lower-level employees, care about their career development plans, emphasize the importance of employees, provide positive information feedback to employees, and help them develop their potential and innovation.

(C) improve the enterprise talent recruitment system

Make a recruitment plan and make good preparations for recruitment. In order to obtain high-quality talents, the recruitment place can be set in the talent concentration area within the enterprise; Arrange the recruitment time scientifically and reasonably, carry out campus recruitment, and let enterprises choose the best from many talents; Recruitment channels are generally external recruitment and internal recruitment. For vacant positions, we should recruit people from within the enterprise to reduce the recruitment cost and meet the job demand. To make a reasonable employment plan, the human resource manager should make a reasonable employment plan according to the strategic planning of the enterprise, so as to attract talents, base on the development prospect of the enterprise, and make a good talent reserve strategy to meet the development needs of the enterprise.

(D) Strengthen the enterprise salary system and incentive mechanism.

Enterprises should adhere to the people-oriented concept and vigorously improve and perfect the salary system. It is necessary to vigorously promote distribution according to work and distribution according to factors, and link the wages and benefits of employees with the development benefits of enterprises and personal work performance and ability. At the same time, actively build enterprise culture, implement spiritual incentive measures, give full play to its influence and role in enterprise management, and achieve the purpose of attracting and retaining talents. In addition, we should actively promote the personnel competition mechanism, implement the competitive appointment system and performance appraisal system, give full play to the effectiveness of the employee competition mechanism, so that employees can better position themselves in the enterprise under the principles of openness, justice and fairness, and achieve the effect of giving full play to their talents.

Third, the significance of doing a good job in enterprise human resource management for enterprise development In view of the disadvantages of current enterprise human resource management, the turnover of personnel within enterprises is too frequent, which seriously affects the development of enterprise work. Doing a good job in human resource management is of great significance to the development of enterprises, and it is also the primary task of enterprises in China at present.

First of all, strengthening enterprise human resource management is conducive to the growth of enterprise operating profit. Any management mode and incentive mode of an enterprise serve the economic benefits of the enterprise, and skilled employees are the core competitive resources of the enterprise. The training and management of skilled employees can not only improve the overall quality of employees, but also enhance the core competitiveness, internal cohesion and loyalty of enterprise employees. The improvement of enterprise's core competitiveness, cohesion and loyalty will inevitably contribute to the improvement of enterprise's economic benefits.

Second, strengthening human resource management is conducive to improving the comprehensive ability of enterprise employees. Through the integrated management of human resources, we can fully develop intellectual resources, promote the improvement of employees' professional skills, consolidate their professional and technical level and improve their competitiveness. At the same time, performance management can improve the work enthusiasm of each member of the team, create pressure and motivation for employees' work, and point out the direction for employees' work based on compensation and benefits.