What do you need to prepare for an interview if you want to be a human resource?

To put it simply, human resource management is the whole process of forecasting the organization's human resource demand and making a human resource demand plan, recruiting and selecting personnel and effectively organizing, performance appraisal, salary payment and effective incentives, and effectively developing in combination with the needs of organizations and individuals to achieve the best organizational performance. It is the concrete application of people-oriented thought in the organization. Human resource management is the inheritance and development of personnel management, which has similar functions to personnel management, but there are qualitative differences in form, content and effect due to the change of guiding ideology.

In addition, human resource management is the management of human resources within the organization. However, in recent years, due to the development of organizational forms, especially the emergence of virtual organizations, organizational boundaries have become blurred, and human resources that used to be considered outside the organization have also been brought into the internal management of the organization, expanding the objects of human resource management. For example, Motorola trains and manages its suppliers and agents.

2. What should the human resources department do and what is its function?

The way we manage people is based on some kind of "human nature" assumption, which is especially correct for human resource management. These assumptions constitute the philosophy of human resource management. The difference between "PersonnelManagement" and "HumanResourceManagement" is actually only a philosophical difference.

Personnel management is based on the assumption of "complex people", assuming that people have different needs in different situations, and motivating people according to these needs. Based on a brand-new "value person" hypothesis, human resource management breaks through the traditional Maslow's hierarchy of needs theory, and holds that everyone has the desire and pursuit of self-development, self-realization, progress and development, even if their physiological, safety, social and respect needs are not fully met, which is true today with the popularization of higher education, the general improvement of population quality and the coming knowledge economy, especially in multinational companies with high-level talents. Of course, under the same external material conditions, there are great individual differences in the need to realize self-worth, but people who have a strong desire for self-realization play a decisive role in the survival and development of the company. This assumption makes enterprises put the goal of human resource management on improving the quality of work and life of employees and meeting the needs of employees' growth and self-realization.

In personnel management, the enterprise's view of people is limited to manpower as a cost, and the goal is to save when using it; Human resource management regards people as exploitable and profitable resources that are developed and controlled. Cost is what you have to pay to achieve your goal. "Capital is the value that can bring surplus value". In this way, human resource management will aim at realizing and developing the unity of individuals and organizations, and focus on the development of human resources. Although there are trainings in personnel management, these trainings will also bring development to employees, but from the perspective of enterprises, these trainings are only the costs that have to be paid to meet the needs of work. Human resource development training is an active training, which aims to improve the quality and ability of employees and improve their work performance.

Because business owners regard people as costs in personnel management, in their view, employees' income is exactly what they lose, but in their eyes, this is just a simple zero-sum game, so the labor-capital relationship is tense, and the personnel department often falls into the trap of labor disputes and is forced to ease the labor-capital relationship through services, security, employee participation and other means. In human resource management, people are regarded as exploitable and profitable resources, and enterprises will actively establish the relationship of mutual trust, full participation and cooperation, which is a win-win game.

Organizationally, the former personnel department is just one of many departments in the organization, and its function is only a part of the whole personnel management. Administration, production and other departments have undertaken the corresponding work. In human resource management, human resource management, as an idea, runs through all levels of the enterprise and establishes integrated functions within the organization. The human resources department is playing an increasingly important role in enterprises. The main object of personnel management is management, and the operating layer in the enterprise is still regarded as the managed labor force, which not only hurts their enthusiasm, but also makes it difficult to coordinate the relationship between the two sides. In human resource management, which regards employees as resources, the development of such resources is not limited to management. The human resource management aiming at the common development of individuals and enterprises will be extended to all aspects of labor relations. The purpose of performance appraisal in personnel management is to find out the current situation of employees' performance, and take it as a powerful basis for reward, punishment and promotion, so employees have resistance and fear of performance appraisal. The purpose of performance evaluation in human resource management is to obtain the information of employees' performance and find the gap with current and future requirements. Excellent employees will get material rewards and promotion encouragement, and poor employees will get training opportunities to lay the foundation for future career development. All employees will benefit from it, and performance appraisal has become a powerful means of active communication between employees and enterprises.

In the past, the work of the personnel department was passive and routine, and the problems of attendance and salary payment were settled. However, from the perspective of resource development, employee career development and enterprise development, human resource management pays forward-looking attention to the changes in the internal and external environment of the organization, such as technology update and employee mentality, and carries out challenging development according to the needs of organizational development. In short, personnel management and human resource management are all ideological innovations, and their differences are not only formal, but essential.

The human resources department has a wide range of work, but its main functions are three, one of which is the planning of human resources. The planning of human resources is based on a certain management model, using some professional methods and skills to effectively achieve the balance between supply and demand of human resources in quantity and quality, medium and long term and short term, so that enterprises are always in an advantageous position in market competition. To do a good job in human resources planning, we must make predictions from three aspects, namely, external human resources supply forecast, internal human resources supply forecast and human resources demand forecast. Human resource planning can make the rational flow of talents, optimize the internal personnel structure of enterprises, maximize the use of talents, and provide the foundation and guarantee for enterprises to give full play to their advantages in market competition. The formulation of human resource planning should be guided by the overall development strategy of the enterprise and guided by the objectives stipulated in the long-term planning. In other words, when determining the human resource planning, we must first understand the long-term planning and strategic objectives of the enterprise, and then formulate the human resource development planning. As the overall strategy of enterprise development, human resource planning plays a huge role in supporting and promoting.

The second is personnel recruitment. It is unrealistic for an enterprise to keep the talents it needs forever, and it is also beyond the control of human resource management means. In addition, the normal retirement, dismissal and transfer of employees in enterprises, so the recruitment of personnel is a regular work of human resource management. The principle of fairness must be observed when recruiting personnel; Enterprises should also make clear the policy of "internal promotion and selection" or "external selection" before recruitment. The advantages of internal selection policy are: low recruitment risk and low cost, which is conducive to mobilizing the enthusiasm of employees within the enterprise and enhancing the cohesion of the organization, but the selection scope is limited to the enterprise itself, which is not conducive to recruiting outstanding talents in society. The biggest advantage of external selection is: the range of personnel selection is large, but because the personnel are unfamiliar, the recruitment risk is high and the cost is high. It is suggested that enterprises should focus on internal recruitment when recruiting employees, and external recruitment can be adopted for urgently needed talents and special talents. Personnel recruitment must adopt scientific methods and procedures to carry out recruitment work to ensure the quality of employed personnel.

The third is the evaluation of managers. Evaluation refers to the objective investigation and evaluation of the appraisee's morality, talent, quality, potential, personality, motivation, ambition and other aspects under his own post conditions and in specific standard situations outside the post, so as to draw the conclusion that the evaluator is competent for a certain post and needs to be cultivated. In the evaluation of managers, we must distinguish between management cadres and professional and technical cadres, and their requirements are different. The work of professional and technical cadres is highly technical and requires a narrow range of knowledge and skills. What they have to deal with in their work is something that conforms to the theory. However, the working objects of management cadres are not only physical objects, but also emotional people dominated by psychological factors. The things they deal with are very diverse and extensive, so the scope of their knowledge and skills is also required to be diverse and extensive. Evaluation must be carried out from four aspects: morality, intelligence, ability and performance. The quality of managers is decomposed in multiple dimensions and levels, and then reasonable evaluation methods are selected according to the specific characteristics of each dimension and level to form a more standardized and standard evaluation system. Try to use quantitative indicators in the evaluation, carry out quantitative scoring, and avoid using qualitative terms that are difficult to grasp accurately. The evaluation results should be fed back to the evaluators in time, truly and in detail, so that they can realize the direction of the next work.

3. Optimal allocation of human resources and improvement of management level (with cases)

Human resource management is a kind of management: human management. She is the embodiment of an enterprise's comprehensive management level, and is the key to whether an enterprise can adapt to the market survival and be comfortable in the market, because the management of an enterprise is actually the management of people.

The goal and task of human resources department should be: to build a unified human resources management platform; To study human resource management policies, strategic directions and technical solutions; Provide directional technical guidance for subordinate enterprises. Under the unified guidance of the Group and combined with the actual situation of the enterprise, all subordinate enterprises implement the human resource management plan designed by the Group.

I. Human Resources of HTC Group With the rapid development of the group, the staff of HTC Group has been growing and has a group of excellent management and technical talents. Hongda Group has gathered a large number of senior talents. At present, there are 6 13 employees and nearly 500 technicians of various types, of which 85% have bachelor degree or above, 7 have doctor degree 17, and 46 have master degree. There are currently 0/3 professors/kloc, including 6 doctoral supervisors and 29 associate professors. In 200 1 year, with the approval of the national postdoctoral management Committee of the Ministry of Personnel, a postdoctoral research center was established in the group company.

The human resource management of Hongda Group is moving from basic personnel management to operational human resource management. How does the group retain talents? Cultivate talents? use

Second, the overall strategy of human resource management of Hongda Group

(A), the objectives of different strategic stages

The first stage: basically eliminate the current disadvantages, build the overall framework of human resources, and consolidate basic management. Establish and improve the human resources policy and management system around the strategic objectives of the group's business development and combined with the actual situation of subordinate enterprises; Consolidate the basic work of human resources, initially integrate various systems and mechanisms into the human resources management system, and strive to form a group-based human resources management model with group management as the platform and the actual situation of subordinate enterprises as the terminal; And concentrate existing resources, carry out current emergency work in a targeted manner, and solve bottlenecks;

The second stage: systematic planning, realizing the step-by-step promotion of management, and making the group's human resource management model enter a mature stage. Comprehensively promote the operation of the human resources management system, comprehensively coordinate and manage the human resources work of the Group, and introduce various methods and means to promote the formulation, implementation and improvement of various systems and work of the Group's human resources system. Fully form the interaction between the group and its subordinate enterprises, improve the overall operation effect of the human resource management system, improve the management level, make a large number of managers grow rapidly, and promote the internationalization process and the realization of the strategic objectives of the group.

The third stage: improve and upgrade, implement forward-looking management, and play a strategic traction role. Consolidate the human resources work in an all-round way, and upgrade and maintain the human resources management system according to the changes of internal and external environment; On this basis, the strategic management of human resources should be carried out prospectively, so that the management level of human resources can reach the highest level of companies of the same industry and scale, and a group of talents who can manage large enterprises can be formed, so that human resources can become one of the core competitiveness of the group and have certain international competitiveness, so that human resources can play a traction role in the overall work of the group.

(2) The first stage of different strategic stages: basically eliminate the current disadvantages, build the overall framework of human resources, and consolidate basic management. Carry out the basic work of optimizing the allocation of human resources, and set posts, personnel and personnel.

2. Explain the principles of the basic system of human resource management.

(1) recruitment principles and employment system:

The principle of less but better. Try not to recruit when you can recruit or not; If you can do more, do as little as possible.

The principle of non-abuse is better than lack. A position would rather be temporarily vacant than occupied by an unsuitable person.

The principle of fair competition. Only through fair competition can talents stand out and attract and retain real talents. Principle of efficiency. Reduce recruitment costs, improve recruitment efficiency and avoid repeated recruitment due to carelessness. E trial system. Implement probation period for all employees, sign probation contract and probation statement.

(2) training principles:

① Training is welfare. Let employees know that they get training opportunities because they are qualified for training, which is the reward of the group.

② Training is the corporate culture. The embodiment of employees' learning ability is also the embodiment of corporate culture.

(3) conclude an agreement. For a certain amount of external training, the Group shall sign a training agreement with the employees who have received the training, and stipulate their service life for the Group after training, so as to effectively control the flow of personnel.

(3) the principle of promotion and post adjustment:

① Promotion principle of performance orientation.

② The principle of post adjustment is voluntary and group needs.

(3) Changing salary according to post is the principle of post adjustment.

(4) dismissal principle:

① Based on performance appraisal.

(2) Take the "last elimination system" as the dismissal principle.

3. Strive to ensure the best distribution of existing manpower.

3- 1. Establish a "survival of the fittest" mechanism based on various levels of assessment.

(1) initially formed a performance appraisal system: the focus gradually shifted from the past performance appraisal to the development of performance management. According to the 5W essence of performance management (why, what, when, how and how to manage the results), key performance indicators are introduced and improved, subordinate companies and departments are assessed by comprehensive balanced scoring method, and employees are assessed by "electronic log feedback system" and target management method.

(1) Clear appraisal line, with vertical and horizontal intersecting as a line.

(2) Establish assessment contents such as attendance, work attitude, daily work, important tasks, team building and leadership.

③ Using different evaluation methods.

(4) the principle of assessment and reward and punishment

(2) the "last elimination" mechanism

(1) clearly defined salary grade

(2) to improve the salary structure, the human resources department should be based on the importance of the post.

3-3. Improve welfare measures and guarantee mechanisms.

(1) Training benefits: give excellent employees training opportunities that suit them;

(2) Holiday benefits: paid holidays. Can be formulated according to the length of service and contribution of employees;

(3) Health benefits:

① Social insurance. Pay endowment insurance, medical insurance, unemployment insurance and provident fund for employees according to relevant regulations;

Second, establish internal and external talent pool.

(1) Establish a talent pool within the group: The human resources department can rely on professional human resources management software as a tool to enter employees' personal data, education level, training records, assessment records, professional certificates, family members, etc. in detail, so as to provide the basis for job rotation for the management.

(2) Establish internal talent pool of subordinate companies: require subordinate companies to establish internal talent pool according to the requirements of the group.

(3) Establishment of external talent pool: according to the strategic objectives of the Group, some outstanding talents will be brought into the talent pool in a planned and purposeful way, and they will keep in touch and say hello regularly, so as to lay a good foundation for future use.

Third, strengthen the internal management of departments and cultivate more comprehensive human resource management talents.

(1) Establish weekly meeting system: weekly meeting can effectively summarize last week's work and plan this week's work.

(2) Intra-departmental training: training and exchange on policies, information and professional ethics of human resources management.

(3) Rational division of labor, development of potential: Rational division of labor among employees in this department, giving full play to personal strengths, giving more practical work experience, and cultivating more comprehensive human resource management talents for the Group.

The second stage: systematic planning, fully realizing the step-by-step promotion of management, and making the group's human resource management model enter a mature stage.

(a) strictly implement the system norms formulated in the first stage, and require management at all levels to follow the principles of fairness, justice and openness; Require human resources departments at all levels to give full play to the role of "making good use of people as the first pass"; Put the established institutional norms into practice.

(2) hierarchical management, comprehensive planning and establishment of the conference system, forming an effective feedback mechanism. The Human Resources Department of the Group will call the human resources managers of subordinate companies to hold regular meetings to propose, summarize and seek solutions to the problems encountered; In this way, the human resources departments of the group and its subsidiaries can interact with each other, effectively embodying the group management mode. comprehensive planning

(1) Regular rotation: Regular rotation of employees in human resource management lines can enable them to gain different experiences in human resource management in enterprises, thus achieving the purpose of improving management level.

(2) Effective control of important positions: the human resources department should adopt the way of combining overall planning and special cases for the recruitment and transfer of some important positions according to the strategic objectives of the Group; The salary and assessment of these positions are "drafted by groups and assessed in a unified way".

(three) to achieve the goal of comprehensively improving the management level.

(1) Promote and implement the subsystem construction in the human resource management system to ensure the consistency of the human resource policies and management level of the whole group;

(2) Effectively promote the implementation, revision and improvement of various management systems; Implement these systems and mechanisms in a complete and coordinated manner and keep their effectiveness under review;

(3) Improve the skills and methods of human resource management in modern enterprises, so as to meet the actual needs of the group, truly serve our needs and give full play to its maximum effectiveness.

The third stage: improve and upgrade, implement forward-looking management, and play a strategic traction role.

(1) Revise and upgrade various systems, upgrade and maintain the systems of various modules, explore and introduce new management modes, and enter the strategic and forward-looking management stage; Form a set of talent system and operation mechanism with international competitiveness and group characteristics;

(2) Improve management methods and apply new management methods, so that human resource managers can get rid of the daily tedious routine work and provide guarantee for the strategic and forward-looking work of human resources; Upgrade and maintain each module, explore the introduction of new management mode, and enter the strategic and forward-looking management stage.

(3) To achieve the goal of international integration, the quality of human resource operation is actually the quality of method application: what methods are used to retain people? How to attract people? How to train people? How to optimize people's configuration? How to motivate people? The human resources department should: understand people; Observer; Good at arranging people; Effectively motivate people to serve the purpose, employees and the group, and do their duty for the group's business strategic objectives.