About the future development trends of human resources management

Eight major trends in the development of human resource management

my country’s emphasis on and cultivation of human capital has only a short history of 30 years. However, under the traditional planned economic system, there are many problems such as overstaffing, egalitarianism, and nepotism. Problems such as the lack of relationships, incentives and restraint mechanisms still plague many companies. The reform and improvement of human resource management has become an urgent task.

Tracing my country’s human resources management since the reform and opening up, we can clearly see the different development characteristics of three different stages: The reform and opening up that began in 1978 has made my country’s enterprise management, especially the management of people, step by step. Entering a market-oriented and promising process; the reorganization of corporate human resources that began in 1998 has led to major changes, developments, and improvements in corporate human resources; in another 10 years starting in 2008, my country's corporate human resources management will be comprehensive Achieve great development towards marketization, standardization and internationalization.

1. From on-site management to off-site management——

Off-site management is becoming more and more important

With the development of network technology and the upgrade of modern communication methods, The use of wireless contacts, emails, online conferencing, etc. is becoming the main way for people to communicate in daily work. At the same time, with the expansion of cities and the development of transportation, corporate workplaces are expanding from centralized to point-based distribution, and employees' residences are becoming more and more dispersed. Home working has become more popular, and working from home is becoming an important development trend in modern labor and employment.

With the rapid development of knowledge-intensive industries, the number of knowledge workers has gradually exceeded the number of people engaged in traditional manufacturing and service industries. The development trend of goal-oriented, performance-oriented, and project-centered work has become increasingly obvious. . Traditional labor and personnel management is mainly limited to the management of employees' behavior in the enterprise and during working hours; while modern human resources management has begun to take into account all factors that affect organizational performance and employee work performance, greatly expanding the scope of human resources management. .

2. From turbulent flow to stable and restrained——

Enterprise HR tends to be stable and restrained

In recent years, with the development of marketization, nationwide The flow of talent has been intensifying, especially in the past 10 years, and the phenomenon of talents serving one "unit" for life almost no longer exists.

The large-scale migration of labor or the rapid flow of talents also brings severe challenges to corporate human resources management. The flow of talents may not only greatly increase the management cost of the enterprise and affect the production efficiency of the enterprise, but may also lead to the outflow of customers and the leakage of business secrets, causing the enterprise to suffer immeasurable losses. Therefore, the competition for talents is becoming more and more fierce. Along with this, the flow of personnel is also more frequent. The labor market is subject to seasonal fluctuations and the talent market is in a non-strictly regulated state.

The Labor Contract Law, which came into effect on New Year’s Day in 2008, is a turning point. The implementation of these laws and regulations will accelerate the legalization process of human resources management and gradually realize the transformation from turbulence and disorderly flow to stability and restraint. Legalization will greatly change the subjective arbitrariness of management, improve the scientific level of management, accelerate the process of my country's management, including human resources management, and international standards, so that it will gradually reach the level of consistency with internationally accepted universal rules.

3. From relatively low cost to relatively high cost——

The HR costs of enterprises are increasing rapidly

For a long time to come, my country’s economic and social We will still mainly face employment problems. But at the same time, our country will also enter a period of rising wages. Promoting employment and raising the salary level of employees so that all citizens can fully enjoy the fruits of China's economic and social development is the national orientation of maintaining the sustained and healthy development of my country's economy and building a harmonious socialist society. It is also the social responsibility that enterprises must bear and difficult issues faced.

At the same time, as the competition between enterprises, especially the competition for talents, becomes increasingly fierce, on the one hand, companies that need to introduce talents will provide better conditions to attract outstanding talents; on the other hand, companies must find ways to retain them. The main condition for retaining outstanding employees is salary and benefits. These two reasons will prompt companies to invest higher costs in the design and implementation of salary and benefit projects. In addition to statutory welfare projects, companies will also invest more and more in the establishment of company-owned welfare projects. In this way, mutual comparison will make enterprises invest more and more in salary and benefits, and their labor costs will become higher and higher.

4. From self-sufficiency to division of labor and cooperation——

Human resource outsourcing has gradually become a trend

In the past, the human resources management of Chinese enterprises always pursued large-scale and Perhaps it is due to the "special nature" of the work. Generally, they hope not to rely on others for anything and use their own "reliable" people to do their own things. But now the situation has changed, the concept has also changed, and human resources outsourcing has emerged. Its essence is to reduce costs and improve efficiency, thereby effectively adapting to the external environment, making the company's human resources and organizational operations more capable, flexible and efficient, and achieving sustainable competitive advantages and strategic goals of the company.

Outsourcing is to entrust the human resources activities of the organization to professional organizations outside the organization, and transfer basic management work to the socialized enterprise management service network, such as file management, social security, professional title evaluation and other complex tasks Transactional work and work with low knowledge content are gradually transferred from the company's internal human resources department, while professional functions such as job analysis, organizational design, recruitment training, and performance appraisal are handed over to external management consulting companies.

In developed countries and multinational enterprises, human resources outsourcing has become a trend. Chinese enterprises will also follow the trend and transition from self-sufficiency to more emphasis on division of labor and cooperation.

5. Transition from manual work to automation -

HR informatization is accelerating development

Informatization is an important means to achieve effective management and strategic management. Information technology systems can solve the problem of collecting and sharing explicit knowledge. The application of new information technologies in the 21st century, especially the popularization of the Internet, has accelerated the process of enterprise informatization.

Global economic integration has intensified competition among enterprises. Enterprises have undergone significant changes in their concepts of human resource management. They gradually realize that in order to obtain unique competitive advantages, human resource management must engage in transactional aspects. Role changes to strategic partner role. The application of information technology in the field of human resource management meets these needs of enterprises in a timely manner.

With the development of knowledge economy, the informatization of human resources management has become the focus of enterprises. By introducing human resources management software system, enterprises have established a comprehensive and functional human resources platform to realize the realization of enterprise human resources management. Optimization of resources and modernization of management. At present, accelerating the construction of informatization has become the focus of Chinese enterprises, such as personnel information management, salary and welfare management, job management, employee training management, comprehensive performance management, etc., have been included in the company's complete human resources management system.

VI. From segmentation to unification——

Regional cooperation leads to the formation of HR circular economic circle

Today is an era that emphasizes internationalization and strategic management. In the process of globalization, the trend of regional integration is strengthening. For example, in East Asia, the human resource markets, employment models, talent systems, and cultural concepts of China, Japan, and South Korea are facing the same challenges, and have implemented similar changes and are gradually moving toward integration. At the same time, the humanistic and harmonious concepts in East Asian culture are gradually integrating with American human resource management systems and technologies. Therefore, whether it is the United States, Japan, South Korea or China, the overall trend of human resource management in the context of globalization is accelerating integration.

The purpose of the recently established Ministry of Human Resources and Social Security is to better leverage my country’s human resources advantages, further liberate and develop productivity, coordinate the personnel management of government agencies, enterprises and institutions, and integrate the talent market and Labor market, establish a unified and standardized human resources market, promote the reasonable flow and effective allocation of human resources, coordinate employment and social security policies, establish and improve the service and security system from employment to pension, so as to truly form a national human resources management and development system , Promote the regional integration of human resources competitiveness.

Establishing a unified and standardized human resources market will break down various existing barriers and obstacles, including regional and industry barriers. Regional cooperation will lead to the formation of circular economic circles, including the accelerated formation of HR circular economic circles. In fact, this kind of cooperation has already occurred in many regions in the country, and is gradually increasing and strengthening. For example, the human resources or talent personnel cooperation circulation mechanism in the Yangtze River Delta, the Pearl River Delta, the central Yangtze River Economic Belt centered on Wuhan, and the Bohai Rim, west, and northeast regions.

VII. From domestic competition to international competition——

A country with a large labor force is transitioning to a country with a strong human resources supply

With the rapid development of our country’s economy, the emergence of human resources many new features. On the one hand, the birth rate is decreasing, and on the other hand, the population is aging. In the next 10 years, Chinese enterprises will face a shortage of HR and will transition from emphasizing the advantages of labor scale and low cost to focusing on building a strong country in human resources.

Globalization has made the global market more and more closely connected, transnational corporations have become the dominant force in the world economy, and strategic alliances and virtual organizations have become new important organizational forms. Correspondingly, the boundaries of human resource management have also changed from clear to blurred, from closed to open. International human resource management and flexible organizational human resource management have become new areas of human resource management.

Breaking through the national and corporate boundaries in traditional consciousness, cultivating global concepts and the spirit of competition and collaboration, and implementing effective cross-cultural management will become challenges that our country's corporate human resources management must face. In this process of continuous integration, improvement and dynamic evolution, how to combine various theories and models with China's management practices to achieve the transition from a country with a large labor force to a country with a strong human resources.

8. Transition from generalization to occupation and specialty——

The professionalization and specialization of HR are further strengthened

The emergence and development of the value of human resources The improvement of status has made human resource management a popular profession, which has also placed higher and higher demands on human resource managers themselves.

The content of modern human resources management has broken through the traditional closed system and is constantly innovating. Not only do people's concepts need to be changed, but many quality characteristics and technical means are also required. Human resource management is the most practical knowledge, but the reality is going to extremes: many people who engage in management do not understand theory, and those who understand theory basically do not engage in management. There is a huge space for combining theory and practice.

Relevant research shows that the main responsibilities of excellent human resources managers can be represented by four roles: First, personnel management experts, who are required to be familiar with the personnel management procedures of the organization or enterprise and understand relevant government regulations and policies; The role of a business partner requires being familiar with the organization's business, participating in formulating business plans, handling problems, and ensuring the effective implementation of the business plan; the third is the role of a leader, requiring exerting influence and coordinating and balancing the relationship between organizational and departmental requirements and employee needs; fourth It is the role of a change agent, requiring assistance to the organization and its managers to provide strong support for organizational change in terms of human resources and concept solutions.