How to build a human resource management system suitable for small and micro enterprises

Enhance the awareness of human resource management in enterprises and formulate human resource management plans.

In the management of small and micro enterprises, we should have an "ice-breaking journey" attitude, change to the concept of "talent is capital", raise human resource management to a strategic height, comprehensively establish a scientific concept of talent, and formulate human resource planning.

The core content of human resource planning is: the supply of human resources, the demand of human resources and the comprehensive balance between supply and demand. When planning the human resources of small and micro enterprises, we should first conduct research and analyze the strategic objectives, business environment and current situation of human resources (quantity, quality and structure, etc.). ) small and micro enterprises, and analyze the demand and supply of enterprise human resources; Secondly, the overall planning and various business plans for the balance of supply and demand of human resources are formulated by combining qualitative and quantitative methods, with quantitative emphasis, so as to ensure the coordination between personnel planning and enterprise objectives. Thirdly, timely monitor and evaluate the implementation process of various businesses, attach importance to information feedback, adjust personnel planning, and take effective policies and measures to achieve a coordinated balance between supply and demand of human resources. Finally, the human resource planning is evaluated and revised to make it more practical and promote the realization of enterprise goals.

Optimize personnel allocation and establish a talent echelon.

James collins, a management expert, once said: Let the right people get on the bus and let the inappropriate people get off. The human resource management of small and micro enterprises should pay more attention to the allocation of personnel, and make full use of quality evaluation techniques such as document basket test, psychological test, situational test and competency test, so as to truly put the right person in the right position and truly match the right person to the right position.

The flow of employees in enterprises is always inevitable, which is also one of the bottlenecks encountered by many small and micro enterprises at present. For the flow of core talents, small and micro enterprises should not only have a retention plan, but also a replacement plan. In Korean enterprises, many employees will rotate their posts after working for about two years, which is worth learning from. Small and micro enterprises should establish their own talent echelon more, adopt the management succession mode, and train competent talents to take over.

Make a long-term training plan and establish a learning organization

As the saying goes, "thought determines behavior", small and micro enterprises must really attach importance to the training and education of employees from the ideological point of view. Only when managers, especially senior leaders, pay attention to it can we really achieve good results. For the long-term sustainable development of enterprises, human resource management must make a long-term training plan and take training as a long-term job. The specific work is carried out in training demand analysis, training target determination, training plan formulation, training implementation, training process monitoring, training effect feedback, training effect evaluation and so on. According to the actual performance of employees, take rewards and punishments measures and give corresponding incentive system to ensure the effectiveness of training implementation.

Improving the quality and ability of all employees is a very necessary condition for enterprises to establish a learning organization. I think in practical work, small and micro enterprises can establish learning organizations according to the following points:

(1) Top managers should bear the brunt, guide employees to consciously establish a positive attitude of ownership, and cultivate learning to become employees' conscious behavior.

(2) Take learning as an indispensable part of the enterprise, so that employees can fully realize that learning is also a part of work and become an activity that all employees must participate in.

(3) Set a learning benchmark, set an example for enterprises, and establish a fair and just reward and punishment system.

(4) Let employees be willing to accept challenges and improve themselves.

Establish effective incentives and diversified promotion channels.

There are many ways to encourage enterprises, among which material encouragement through performance management is the simplest and direct one, and it is one of the ways to stimulate employees' enthusiasm and creativity, especially for small and micro enterprises. Entrusted by a human resources consulting company, I investigated the performance and salary satisfaction of 80 small and micro enterprises in this region, and learned that those successful small and micro enterprises have established effective performance management systems when adopting KPI, BSC or 360-degree evaluation method. Through the implementation of a complete performance management process, including performance planning, performance implementation, performance feedback, performance improvement and other links, we always adhere to the PDCA principle. At the same time, in each key link of performance appraisal, the human resources department should play a guiding, supporting and supervising role in the appraisal of various functional departments, help employees find shortcomings and put forward improvement suggestions; Earnestly implement the fairness, impartiality and openness of the performance appraisal results, ensure that the performance appraisal results are linked to the salary, and finally achieve the goal of the enterprise and employees, and truly motivate employees.

In the process of human resource management in small and micro enterprises, in addition to expressing recognition of talent contribution with salary. Small and micro enterprises should establish diversified promotion channels so that more employees can achieve promotion and development through their own efforts. For example, by improving the individual's technical level, ability and professional qualification, the position and salary of employees are improved, and the personal goals of employees are unified with the strategic goals of enterprise development. Strengthen enterprise spirit, pay attention to the importance of employee spirit motivation, praise outstanding employees in time through internal publications and websites, establish "advanced employees" and "advanced collectives", and fully mobilize employees' work enthusiasm.

To sum up, only on the basis of fully understanding the role of human resource management in enterprise development can we establish a scientific management model and build a human resource management system needed for enterprise management and development. Efforts should be made to improve the human resource management system of enterprises, improve the professional ability and management technical level of managers, and ensure the operability of human resource management. At the same time, we should fully realize the practicability of human resource management in small and micro enterprises, make comprehensive thinking and further exploration according to the objectives of enterprises, and realize the scientific management of human resources in enterprises through various ways and methods. Only in this way can we ensure that enterprises can maximize economic benefits and achieve sustainable development in market competition.

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