What are the common misunderstandings in combining practice in human resource management?

The boss of a large company, through headhunting, found E, the human resources manager of a large company, as the human resources director of the company. The conditions are: no salary, only 4,000 yuan per month for living expenses, commitment to 30% of the shares (performance shares), signing a contract, and dividends at the end of the year. E Considering that if the company makes false accounts in its operation, the boss says that it has not made any money or even lost money, and there is a risk of failing to honor its promise or even asking for its own posting, the company is required to hire financial personnel from outside and replace the current accountants and cashiers with bosses from immediate family members. The boss verbally promised to stipulate in the contract immediately after joining the job, and cashed it during the probation period of E, but when E joined the job, the boss never mentioned it. Whenever e mentioned it, the boss looked for other reasons to prevaricate. So three months later, E left. It is said that this company recruits people above the middle level in this way, which leads to the rampage of managers above the middle level.

Why do many human resources executives in private enterprises always "die" frequently? Different enterprises have different opinions and different people have different conclusions. According to my experience and what I have seen and heard, I think the reasons are inseparable from the following aspects:

1, unknown target, unknown destination.

From the company's point of view, first of all, what kind of human resources executives the company needs has not been deeply analyzed according to the company's strategic objectives, tasks at this stage and actual environment. The actual scenario may be that the boss told the recruiter to recruit a new HR supervisor just after the former HR supervisor left, but he did not make an in-depth analysis of the former resignation behavior and reasons. Even if he knew, he kept it in his heart. When talking to subordinates about the former HR executive, he either said "no" or "inappropriate". After receiving the instruction, the recruiter will copy it directly to the recruitment website or hand it over to the headhunter according to the job description. Secondly, there is no in-depth and comprehensive matching analysis and comparison of candidates in the selection: it may be that some enterprises submit their resumes after headhunters or job seekers take the initiative, or the person in charge of recruitment submits their resumes to the boss for an interview; Either the first tester and the second tester communicate several times to determine whether to join the job; Either there is no matching analysis meeting, or the interview results of the first-time interviewees may not be adopted by the middle and high-level interviews, and the bosses of the middle and high-level interviews may not be adopted; Either at the matching analysis meeting, most private enterprises generally act according to the boss's face and express their views according to the boss's tendency. Finally, even in the process of paying attention to the goal, it is easy to get into unnecessary details, which leads to the result deviating from the goal of what kind of human resources executives are really needed. For example, it took a private enterprise three months to find a qualified human resources director, but during the matching analysis, the interview team members focused on the bad habit of smoking, and finally gave up. As a result of this personnel decision, the new HR supervisor doesn't know what to do, or the supervisor does the paperwork, and the paperwork does the boss's work, and finally goes their separate ways.

From the perspective of new human resources executives, first of all, because of their own understanding and pursuit, what kind of enterprises are suitable for them. Even experienced veterans, some people are not very clear about this. Then, before and after applying for a job, we can't use effective methods to verify whether the company we are about to take office is the enterprise we need, the platform to realize and enhance our own value, and the enterprise worthy of dedication. Secondly, many human resources managers or supervisors want to challenge themselves, and it hurts when they meet high-end positions. Whether they are suitable or not, they will challenge themselves to see how much weight they have in the face of new environment, new problems and new situations. Thirdly, many human resource managers do not want to improve themselves through time precipitation and performance accumulation in a company, but jump ship to realize their leap in position and salary. Finally, forced by realistic pressure (such as survival factors), the company was hastily chosen to take office, which buried the hidden danger of "short life".

2. High expectations and lack of patience.

Short and fast is the secret of the growth of many private enterprises. Similarly, in the face of the situation that management can't keep up, many bosses also pass this secret on to the new human resources executives: just like the Monkey King in Journey to the West, when the new human resources executives take up their jobs, they wish they were like Guanyin in the South China Sea, and the world was full of vitality when Yang Liuzhi spilled. Once they don't see such an effect, they begin to doubt their ability. As we all know, no matter who they are, they need to adapt to a new environment. If they don't give such patience and create tolerance, they will shed tears and behead when they see that the new couple hasn't performed for several months, or learn from Liu Bang and Han Xin. As a result, the company has become a test field for newcomers. Frequent trial and error and frequent changes have led to more and more management and cultural problems of the company, which eventually became a chronic disease. I have a friend's company around me, and there have been 10 human resources directors in one year!

After the new human resources executives joined the company, they are also eager to try. Because of the pressure during the probation period, they really want to establish performance during the probation period. Under this high goal, they lack patience in working methods and work promotion. Although they understand a lot of truth, they don't pay much attention to methods in practice, especially ignore details, and only make achievements for themselves without considering the feelings of other colleagues, which leads to big problems. Finally, they failed in Maicheng, and the general died in Yin.

3. Hua Tuo's reincarnation can cure all diseases.

Some bosses habitually regard human resources executives as Hua Tuo who can cure all diseases, thinking that they can handle such problems in the past and will certainly be able to handle such problems in the future. If something goes wrong, they will immediately put the blame on them. For example, a factory that produces hardware products always has labor disputes. Every time this happens, the boss will blame his human resources director: "I invited you here to win the lawsuit, not to let you lose it!" " However, he did not review and rectify all kinds of illegal acts in his factory labor relations, and thought that human resources executives helped the factory escape legal requirements. The result is, of course, that the boss is furious like Chytra, HR executives are like Lin Daiyu and Lacrimosa all day long, and finally they break up sadly.

There are also some human resources executives who think that they have done these years, have experience and have made great achievements in some aspects, and think that they can be used freely in other aspects. For example, I once met a human resources executive who claimed to be "the first person in China's organizational performance". He often showed off his past glory and strategizing in front of his subordinates, but after several months, even the revision of an annual target incentive plan was not completed. There are also some human resources executives who are relatively low-key and know what they can do, but they want to challenge themselves when facing new tasks and new situations. Toads eat swan meat and choke to death if they don't swallow it. I swallowed it, but I was hospitalized because of my poor digestive system, and there was no corresponding doctor to prescribe the right medicine.

4, the treatment is high, beyond reality.

Some bosses think that the talents of famous enterprises are excellent. Are they really good?

First, I haven't fully grasped the psychology of some famous enterprises that "can rise and fall". When the salary of employees in such famous enterprises is higher than the external market, which leads employees to think that they are worth this price, joining other enterprises must be higher than or equal to the current income, but not lower than this price. As a result, talents are entangled, and they have mastered many core technologies, management skills and rich experience of famous enterprises, but they are so high that they can't go back to the original point to see themselves clearly. Many talents get a high salary in the original company and then get a low salary in the new company. Psychological expectations are generally unacceptable. Coupled with social factors (such as high prices, "money first" and psychological impetuousness), famous enterprises use psychological factors to "kill" the hearts of talents with high salaries. To say the least, even high-level talents who are willing to join the new company with a low salary deeply understand and truly appreciate the essence of this trick of "killing people without seeing blood", and they are more or less discounted in the mood of the company (whether it is the original company or the current company) and no longer work hard on the existing work. For example, a beautiful girl, the seed of love, looked for Prince Charming and found it. Soon, Prince Charming abandoned him. After that, did this pretty girl just find a second-hand man to live with? Still insist on being single? Or did you fall and get up to find it? No matter how I look for it, I can't get my love back. Salary, like this kind of love, hurts many people's hearts, and they can go up and down! After breaking up, many people will say: I must find someone better than before!

Second, there is no ability to analyze and face the real needs and actual affordability of the company at its stage, and blindly aim at these objects as the first choice of olive branch. The treatment or status given is beyond the actual situation of the company. I believe that giving so much treatment, welfare and status will definitely solve so many human resource management problems. When the value paid can't get the ideal income, contradictions will arise. If couples quarrel for a long time, no matter how deep their feelings are, divorce is an inevitable outcome.

Some human resource managers think that they have made great achievements in their current enterprises and that they are excellent. Because the internal ceiling is low or wages and benefits always fail to meet expectations, they will improve their benefits by job hopping, and their positions will jump higher and higher. This way is understandable, but in the process, it has boosted itself. I once met a diving champion who jumped five times in three years, but it took me three years to go from one springboard to another, realizing my pursuit of salary, welfare and status. But now I am a humble salary supervisor in an enterprise, with a monthly salary of less than 5,000 yuan. I calculate and analyze my salary every day.

5, dare not entrust, the authorization is unknown.

After all, the enterprise is carefully cultivated by the boss himself from scratch, and it is understandable that the boss regards the company as a treasure. But in reality, they are too worried that the new HR supervisor will do whatever he wants and dare not entrust or authorize. He talked about delegating power to him, but secretly arranged for some people to be his spies, or to learn from Cixi, but forgot the fundamental purpose of hiring human resources executives, putting the cart before the horse. So, how can he not leave his job? !

Some human resources managers join such enterprises. First, they lack the pre-employment inspection, the authorization mechanism and established practices of the company they are about to join, and they do not necessarily have the skills to win power and resources in advance. Second, they don't know how to demand power in the face of new environment, and they are afraid that their rudeness and recklessness will lead to disharmony or suspicion of their boss. Third, they overestimate themselves and their boss, thinking that they are capable and experienced, and the boss will actively allocate corresponding power and resources. Restrain your performance during or after the probation period, thereby lowering yourself and being forced to leave your job.

6, lack of motivation, relax learning.

Some bosses are busy with the company's business, and when they encounter problems, they look for external forces to solve them, thinking that this is a quick and effective way. To some extent, it is also the reason why human resources executives frequently leave their jobs by relaxing their learning requirements and throwing problems that can be solved internally through learning or reflection to human resources managers. I think, if he solves the problem, the mission is over, there is no need to continue in the company, and the cycle begins again.

Some human resources managers stay on existing experience, even if they don't choose existing experience. For example, when job analysis can be effectively implemented in this environment, how can they implement the same job analysis in other environments? In other words, how to carry out the same work under different conditions has not been tried, and such precipitation is impossible to achieve, so how to adapt to the new environment, new situations and new problems? At the same time, it is observed that many human resource managers are not good at learning and are unwilling to sit on the bench to study. They encounter problems, either Baidu or ask for help, passively waiting for the problem to push them forward and passively waiting for the task to pull them away. In this case, how can we not lose strength?