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Trends and innovations in human resource management

At the beginning of the 21st century, human society has entered the era of knowledge economy after industrial civilization. High and new technologies are developing rapidly, information technology is widely used, the Internet is becoming increasingly popular, and the global economy is becoming more integrated. With the advent of the new era, the development and utilization of human resources plays a decisive role. Human capital has surpassed physical capital and natural capital, becoming the most important factor of production and social wealth, and the source of economic and wealth growth. The competition for human resources and the cultivation of innovative talents have become the focus of today's various enterprises and social organizations. At present, people's understanding is still limited in some aspects by old concepts, old systems, and old practices. Only by implementing strict reforms and realizing innovation in human resources management can talents grow rapidly and make full use of their talents.

To implement human resource management innovation, we must first return the functions of the human resources management department to the line management department. This is due to the rapid changes in the market in the organizational management methods of enterprises. On the one hand, they form groups, and on the other hand, they group enterprises into many independent and self-financing costs - profit centers. These centers are not only independent in finance, production and other aspects, but also enjoy autonomy in personnel matters. This means that for the parent company that establishes such subsidiary companies, the functions of the human resources management department are hierarchical, decentralized downwards, and decentralized, leading to complexity.

Secondly, human resource management functions must be differentiated. The human resource management function can be summarized into four aspects: human resource allocation (including planning, recruitment, selection, employment, deployment, promotion, demotion, transfer, etc.), training and development (including functional training, potential training, functional career management, Organizational learning, etc.), wages and benefits (remuneration, incentives, etc.), system construction (organizational design, job analysis, employee relations, employee participation, personnel administration, etc.). These functions are interconnected and were originally managed by the personnel department as a package. Now due to changes in the internal and external environment, such as the development of special social service industries, these functions have also become differentiated. Some functions have been transferred to social service networks, and some have been divided among various levels of organizational departments. In order to achieve its best management in a specific environment and reduce costs.

Third, highlight the strategic management and institutionalization of human resources. Human resources management must highlight the strengthening of management from a strategic perspective and institutional aspects, emphasize exploring and exerting the energy of human resources, enhancing the cohesion of organizations and groups, enhancing personnel's sense of mission, and ensuring the realization of organizational goals.

At the same time, human resource management must be flexible and flat. The so-called flexibility means that in the new era, the cultural quality of workers is improving day by day, the knowledge gap between leaders and those being led is narrowing, and there is two-way selection in the entire labor market. " gradually evolved into a "covenant relationship." The original pyramid-style rigid management has been softened step by step, that is to say, the original command method has become increasingly difficult to work, and it has become increasingly difficult to maintain authority by relying on power. At the same time, with the networking of information, everyone can be on an information platform, which has changed the situation in the past where information was distributed step by step, with more at the top and less at the bottom. In this case, new characteristics emerge in management: internality is more important than externality, psychology is more important than physics, teaching by example is more important than verbal instruction, affirmation is more important than negation, and motivation is more important than control.

The flexibility of management also brings about the flattening of organizational structure. It turns out that leadership instructions are passed down step by step, and grassroots feedback is reported step by step. The top management has more information and the subordinates have less. The amount of information distributed determines the power. However, the multi-layered organizational form thus constructed can easily lead to delayed responses and missed opportunities under the circumstances of high-speed information transmission, fierce competition, and rapidly changing markets. Therefore, it has become a trend to streamline the middle level and flatten the organization, such as implementing a matrix organizational structure. The establishment of cost profit center at the lower level is also to adapt to this change.

The flexibility and flatness of the entire organizational management will inevitably make human resource management more flexible and flat. Therefore, it is imperative to adapt to this trend, absorb new concepts, new methods, and new contents of management, strictly implement reforms, and implement model innovation and system innovation.

To implement reform and innovation in human resources management, managers must first change their concepts and get out of traditional misunderstandings.

First, the human resources management department must move away from its traditional focus on personnel administration and affairs, and place the development of human resources capabilities and the recruitment of talents in a strategic position as part of its work. Top priority. Improve the professional quality and ideological level of human resources management personnel, and build the human resources department into not only an office for personnel administrative management, but also a staff department for the leadership team to implement the talent strategy.

Second, we must break the rules to discover, select and cultivate outstanding talents. First of all, we must recognize the hierarchical nature of talents. Talents cannot be understood only as top management talents and technical elites. Sometimes, the lack of talents at the middle and grassroots levels also seriously hinders the development of the business. However, we must also realize that outstanding innovative talents are the focus of talent competition at all times. Therefore, it is necessary to have a comprehensive understanding of talent. Secondly, evaluating talents cannot be based solely on academic qualifications and degrees. It must be judged based on practice, whether they are qualified for their positions and whether they are innovative, but talents cannot be blamed for everything. Thirdly, to attract talents, we cannot just rely on introducing them from the outside, but also pay attention to discovering and cultivating them from within. In short, the understanding of talents must get rid of one-sided misunderstandings.