What are the characteristics of human resource planning?

Human resources are different from other resources, and their development and utilization have their own laws and characteristics. Let's

What are the characteristics of human resource planning?

Human resources are different from other resources, and their development and utilization have their own laws and characteristics. Let's take a look at the following. I brought it for you. There may be something you need.

Characteristics of human resources

1. Human Resource Biology

Man is first and foremost a creature. Human resources exist in human body and are living "living" resources, which are related to human natural physiological characteristics. People's basic physiological needs have some biological characteristics. In management, we must first understand the natural attributes of people and carry out humanized management according to their natural attributes and physiological characteristics. Human resources are unique to human beings, so they are inalienable. This is the most fundamental feature of human resources.

2. Time limit of human resources

Time limitation means that the formation and efficiency of human resources are limited by their life cycle. As a biological organism, individual life has cycles, and everyone has to go through infancy, adolescence, adolescence, middle age and old age. Among them, working time is a part of the life cycle, and the availability of resources is different in different periods. No matter what kind of person, there is the best period and the best age. If their talents are not fully utilized and developed during this period, it will lead to the waste of human resources. Therefore, the development and management of human resources must respect the timeliness characteristics of human resources, achieve timely development and timely utilization, pay attention to timeliness, maximize the output of human resources, and extend the time it plays a role.

3. Regeneration of human resources

Economic resources are divided into renewable resources and non-renewable resources. The most typical non-renewable resources are mineral deposits, such as coal mines, gold mines, iron ore and oil. Every time a batch is developed and used, its total amount will be reduced by one batch, and it can never be restored by its own mechanism. Other resources, such as forests, can be regenerated after development and utilization, and the total amount of resources can be maintained as long as necessary conditions are maintained. Human resources are also renewable, which is based on population reproduction and labor reproduction and is realized through the process of "labor consumption-labor production-labor re-consumption-labor reproduction". At the same time, people's outdated knowledge and skills can be updated through training and re-learning. Of course, the regeneration of human resources is different from general biological resources. In addition to observing the general biological laws, it is also influenced by human consciousness and human activities. In this sense, human resources should realize self-compensation, self-renewal and sustainable development, which requires that the development and management of human resources should attach importance to lifelong education and strengthen post-training and development.

4. Wear and tear of human resources in the process of use

There will be tangible and intangible losses in the use of human resources. The illness and aging of workers themselves are tangible wear and tear, while the aging of workers' knowledge and skills is intangible wear and tear. In modern society, this loss of human resources presents the following characteristics: first, unlike the traditional agricultural society and industrial society, which is more tangible, modern society is more intangible; Secondly, an important feature of today's society is that new technologies are constantly replacing the original technologies, and the renewal cycle is getting shorter and shorter, which leads to the aging of employees' knowledge and skills and the rapid loss of human resources; Finally, the compensation of human resources is more difficult, because the wear and tear of human resources in today's society is mainly intangible wear, and the compensation of intangible wear is much more difficult than tangible wear; At the same time, due to the accelerated loss of human resources, the salary cost is getting higher and higher.

5. Sociality of human resources

People are in a certain society, and the formation, allocation, utilization and development of human resources are completed through social division of labor, which is the basis of social existence. The sociality of human resources is mainly manifested in the communication between people and the countless connections arising therefrom. The core of human resource development is to improve individual quality, because the improvement of individual quality will inevitably form a high-level human resource quality. However, in modern society, under the condition of highly socialized mass production, individuals have to play a role through certain groups. Reasonable group organization structure is conducive to the growth and efficient play of individuals, while unreasonable group organization structure will suppress individuals. The structure of group organizations depends to a great extent on the social environment, which constitutes the background of human resources. It directly or indirectly affects the development of human resources through group organization, which puts forward requirements for human resource management: we should not only pay attention to the coordination between people, people and groups, people and society, but also pay attention to the importance of team building in the organization.

6. Initiative of human resources

Initiative is the essence that distinguishes human resources from other resources. Other resources are completely passive in the development process; Human resources are different. In the process of being developed, they have thoughts and emotions, can choose their own behaviors, can actively learn and choose their own careers, and more importantly, human resources can give full play to their subjective initiative, and use other resources purposefully and consciously to produce and promote social and economic development. At the same time, human resources have the potential of creative thinking, which can play a creative role in human activities, not only innovating ideas, but also creating new production tools and technologies.

7. Human resources have the dual roles of producer and consumer.

Human resources are not only the result of investment, but also can create wealth; In other words, it is both a producer and a consumer, with dual roles. Investment in human resources comes from individuals and society, including education and training, health and so on. The quality of human resources depends entirely on the degree of investment. Investment in human resources is a kind of consumption behavior, which is necessary and precedes the income of human capital. Research has proved that the investment in human resources is highly value-added, which is far greater than the income from investing in other resources from the social or personal point of view.

8. Value-added human resources

Human resources not only have the characteristics of regeneration, but also its regeneration process is a value-added process. In the process of developing and utilizing human resources, on the one hand, wealth can be created; On the other hand, through the accumulation and renewal of knowledge and experience, we can enhance our own value and make the organization realize value-added.

Four key points of human resource planning in small and medium-sized enterprises

The human resource planning of small and medium-sized enterprises can not copy the dogma of large enterprise planning, but should be based on solving problems and forming a flexible planning model with its own style and characteristics.

The source of confusion in human resource planning of small and medium-sized enterprises

Many small and medium-sized enterprises have a puzzle when making human resource planning: obviously, they have invested a lot of time and energy, but why has human resource planning not achieved the due return? After careful study, it is found that the confusion of human resource planning in small and medium-sized enterprises is the same as that of strategic planning in small and medium-sized enterprises. As McKinsey consultant said, planning work is sometimes like an ancient ceremony, dancing, waving feathers, beating gongs and drums, and then with a mysterious expectation that good results will follow. However, the facts are often not satisfactory. This confusion mainly stems from the constraints of specific problems of small and medium-sized enterprises on the formation of human resource planning, which mainly includes two aspects:

■ Direction restriction:

The planning basis is insufficient and unclear.

Theoretically speaking, enterprise strategic planning should be an important prerequisite for human resource planning. However, the complexity and uncertainty of the external environment lead to the ambiguity or even lack of the strategy of SMEs. There is a feeling of "crossing the river by feeling the stones" when planning, and sometimes I even feel that I can't even touch the stones. How can we do a good job in human resources planning?

■ Basic constraints:

The planning support system is not perfect

The foundation of human resource management in small and medium-sized enterprises is relatively weak and lacks the strong support of human resource planning. On the one hand, the uncertainty of strategy will bring about relatively frequent organizational restructuring, which will make the basic work of human resources such as position analysis and assessment more complicated. On the other hand, small and medium-sized enterprises generally "pay more attention to business than management", human resource management lags behind business management relatively, and resource allocation is insufficient, so it is difficult to form a systematic, complete and mature human resource management support system. In addition, in the process of human resources planning, close cooperation between decision makers, business departments and human resources departments is needed. However, in practical work, the line managers of most small and medium-sized enterprises do not give full play to their due human resource management functions, and business management is separated from human resource management. This phenomenon of "two skins" can easily cause a fever in the human resources department in the planning work, which will greatly reduce the output of the planning and reduce the enforceability.

Therefore, small and medium-sized enterprises can break through the constraints and effectively guide the formulation and implementation of human resource planning only by re-examining human resource planning from a new perspective and forming planning ideas that meet their own characteristics and requirements, which can be grasped from four key points.

Dig deep into the planning connotation and locate the planning objectives reasonably.

On the surface, human resource planning is to formulate necessary policies and measures through the analysis and prediction of the demand and supply of human resources in enterprises and related factors to ensure the balance between supply and demand of human resources. Since 1970s, human resource planning has also begun to pay attention to the combination of organization and strategy, and the human resource problems in the process of strategy realization, and systematically solve these problems through strategic choice. In fact, human resource planning can be divided into three different levels:

The first level: pay attention to the balance between supply and demand of talents, that is, predict and analyze the supply and demand of human resources;

The second level: pay attention to the realization of the balance between supply and demand, that is, make sure that the organization has the ability and the right way to realize the balance between supply and demand of talents by formulating relevant policies;

Level 3: Pay attention to basic support, that is, through the establishment of basic management system, form effective mechanisms and management tools to achieve effective support for the planning process and planning implementation.

Among these three levels, the lower level supports the implementation of the upper level. These three levels of goals combine to form the overall target domain of human resource planning.

In the process of human resource planning, people usually focus on the first level * * * This may be influenced by planning textbooks, or it may be the benchmark role of excellent enterprises. However, it is easy to overlook that excellent enterprises generally have a basic platform for planning and implementation and a standardized operating system, which is very powerful at the third level of planning and can effectively support the selection, education, use and retention of talents, so that most problems can be found in the existing system of enterprises. Therefore, in human resource planning, we only need to pay attention to demand and supply forecasting and special policy issues.

Relatively speaking, the human resource planning of small and medium-sized enterprises generally does not have such a platform. Therefore, only by getting out of the misunderstanding of the balance of supply and demand, taking the balance of supply and demand as a link in the planning, or even taking it as the main goal, and then seeking ways and methods to systematically solve human resources problems in a broader space, can the overall goal of human resources planning be truly realized. Therefore, in the form and content of planning, compared with excellent large enterprises, the human resource planning of small and medium-sized enterprises is not simple in some aspects, but more complicated.

The human resource planning of small and medium-sized enterprises should aim at finding solutions to human resource management problems, focus on the reasonable selection of secondary and tertiary planning objectives, focus on the requirements of human resource management in business areas, accurately locate and solve human resource management problems, and realize effective support for problem solving through continuous improvement of basic human resource management.

Establish a multi-level and multi-perspective planning main line

The requirements of human resource planning mainly come from three aspects: the requirements of strategic and business development, the requirements of organizational change and the requirements of human resource infrastructure construction. From the analysis of these three aspects, we can finally arrange a series of goals and tasks related to human resource management, and we can easily choose the key contents of the plan according to the urgency, importance and resource constraints. To put it simply, the core of this process is the process of "digging up problems, sorting out ideas, setting the main line and putting forward plans". Different levels of human resource management problems and their feasible solutions are extended according to various requirements, which constitute the core content of human resource planning.

Among them, it is very important to clearly plan the main line. The main line of planning here is different from the main line of writing in the novel. The main line of planning is the main line of human resources work, which embodies different perspectives and emphases of solving problems and determines the content of planning. For example, a small business faces the problem of insufficient sales staff. Taking solving this problem as the main line, the enterprise locks the demand forecast, recruitment, training and performance management of sales staff in the annual human resource management plan.

With the change of perspective and different concerns, human resource planning can have multiple main lines at the same time, which can be independent, parallel or cross each other. Talent recruitment, talent training, module construction, employee relations, interest coordination, the survival of "airborne troops" and even human resource change management can all become the main lines of human resource planning. When the work of a main line is completed and a standardized and reproducible method is formed, it will form an antenna to test an enterprise's human resource management system, or it will evolve into a vein in the system. Many main lines are intertwined to form an effective system. By analyzing the interwoven main lines, we can reflect the internal fine structure of human resource management from different dimensions, so that small and medium-sized enterprises can grasp the problems more accurately when making human resource decisions.

As long as we start from the above-mentioned planning main line, even if the enterprise lacks strategy or the strategy is unclear, we can also plan human resources accordingly. Due to the frequent business operations of enterprises, the management problems of enterprises are common. We can re-examine the enterprise management system from different levels by changing the perspective to find and locate the related problems of human resource management. If you're not sure, let it be. Grasp what you can, planning is not to make human resource management perfect on the surface, but to solve practical problems.

Realize the cycle from foundation support to "system" construction

Basic support is essential for small and medium-sized enterprises to do a good job in human resource planning.

The basic work includes many contents, some of which even go beyond the field of human resource management, such as planning and budget management system, enterprise target management system and so on. As far as the mode of human resource management is concerned, in short, these basic tasks are what we call "human resource management system".

Small and medium-sized enterprises generally lack a complete "human resource management system" platform, so for many small and medium-sized enterprises, the construction of "system" will be more or less included in the scope of human resource planning and become one of the contents of planning. Since planning serves the planning objectives, when the realization of goals and tasks requires the establishment of a relatively stable support mechanism, this support mechanism can be incorporated into this "system". Therefore, from job analysis, job setting, performance management, incentive mechanism, career planning to management methods, it should be said that they all belong to this category. These management modules become optional tools when solving specific problems.

Therefore, we emphasize that the process of human resource planning is also the process of establishing and standardizing the human resource management system. In fact, with the deepening of problem analysis and solution in planning, some innovative mechanisms and tools will often be produced. It is very necessary for enterprises to incorporate these innovative mechanisms into the "system" construction after standardization. And the characteristic content in these systems often makes what we usually hear "a certain enterprise model". In addition, this innovation in planning actually means revising the original functional modules and management models to form effective management tools suitable for enterprises' own characteristics.

This kind of innovation is sometimes special, which does not mean that the technology is advanced. For example, defining talents is usually considered as the basis and starting point of human resource planning. Different enterprises define talents in different ways. The common way is to systematically identify talents through scientific standards on the basis of job analysis and job evaluation. And some small and medium-sized enterprises may be able to solve 80% of the problems through brainstorming, which is also an effective method.

A company is also very creative in using the "qualification" tool flexibly. Due to the rapid development of enterprises, the demand for talents is increasing, but the brain drain rate remains high. After analyzing the situation, in order to solve this problem, they decided to introduce the post qualification system. However, due to their immature business, they can't establish a relatively complete and scientific qualification standard, so they directly design a very general and simple qualification standard beyond the so-called comprehensive and standardized scientific method, and implement hierarchical management for technicians in enterprises, which greatly reduces the turnover rate. Now, they have begun to refine the standards in implementation and come back to consider issues such as "improving the traction ability of post standards". Their success benefits from the effective combination of post qualification management tools and their own problem solving, as well as the accurate grasp of goals. This is undoubtedly very enlightening for those who dogmatically believe that only mature job categories can establish a job qualification system. From basic support to system establishment is a step-by-step process. Summarize experience, tools and models from the process of solving human resource management problems to enrich the "system", and then use various experiences, tools and models to solve practical problems. Through the accumulation of dribs and drabs, a supporting platform for enterprise planning is gradually formed, and a human resource management system suitable for enterprise characteristics will gradually mature. Guiding the effective implementation of planning with change management

The human resource planning of small and medium-sized enterprises contains the denial and development of the old model of human resource management, and sometimes even the reconstruction of the model. This process is the process of human resource management reform. With the adjustment of interests and the impact on the original habits, the reform of human resource management often encounters great resistance. Only by implementing effective change management can enterprises successfully cross the dangerous beach.

First of all, the reform of human resource management should strive for the strong support of senior leaders of enterprises. Without the support of leaders, everything is empty talk. With the support of leaders, it is necessary to establish an efficient organization. Only by establishing an operating mechanism of close cooperation among top managers, human resources departments and business departments can we effectively guide the reform of human resources management.

Secondly, it is necessary to formulate an action plan containing specific projects and tasks, and clarify the objectives, time requirements, implementation points, responsibility attribution, cost budget, project monitoring and acceptance or completion marks. These contents actually constitute a project task book. For each task, we can decompose the responsibilities, set specific indicators, incorporate them into the assessment and formulate corresponding reward and punishment measures. In addition, we can consider establishing a feedback, help-seeking and decision-making mechanism for project implementation, so as to effectively promote the smooth development of various projects. Human resource planning is not for appreciation. Without an action plan, the best prospect can only be a mirage.

Finally, we should do a good job in communication and training, so that communication and training can run through the whole process of human resource management reform. Disseminate and popularize new ideas and methods through communication and training, and understand where the impact of change is through the analysis of "stakeholders". In order to formulate targeted measures, step by step, guide the situation, ensure a smooth transition in the period of change and avoid conflicts.

In short, systematically grasp the four key points of human resource planning for small and medium-sized enterprises, break through directional constraints and basic constraints, and let small and medium-sized enterprises really benefit from human resource planning. This is not a fantasy.

The above is what I offered you. I hope you will like it!

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