How to write the responsibility, right and benefit of the human resources department?

Seven aspects of embodying corporate cultural values

Corporate culture is the sum of values, business philosophy, group consciousness and behavior norms formed in the long-term production and operation process of enterprises. The establishment of enterprise culture conforms to the different periods of enterprise development and the characteristics of the enterprise itself, the development goals and strategies of the enterprise, and the conditions of the enterprise itself. It is rational and must not be mixed with personal feelings. Corporate culture is immutable, so we should innovate in time. Only in this way can it show its vitality and keep pace with the times. So, what is the most important value of corporate culture? In my opinion, the most important values of corporate culture should be reflected in seven aspects:

First, the principle of efficiency first.

What is efficiency? Simply put, it is performance. Therefore, in an enterprise, the performance appraisal of employees should be the first, and the principle of openness must be adhered to in the process of appraisal. Through the establishment of this principle, enterprises will naturally pass on their competitive pressure in the market to every employee and make them accept it willingly. We advocate such a principle (not just what we advocate). The greater your contribution (performance) to the enterprise, the more the enterprise will consider and think for you. In other words, the higher your value (relative to this enterprise and others), the higher your attention will be. On the contrary, if your job performance is mediocre and you are not the necessary human resources compared with this enterprise, then the enterprise will not be willing to pay for you. Some people may not understand this practice, and even think that enterprises have lost their human touch, but if we consider it carefully, it is easy to find the answer: enterprises are enterprises after all, especially in the market economy, not charities, and their essence is to obtain more and greater profits. In order to expand reproduction, enterprises pay more attention to their internal human capital (technical innovators and professional managers) and those employees with outstanding performance, so that they can get rid of their daily lives, thus investing more time and energy in their work, giving full play to their positive role and creating higher value for enterprises. As for those employees who really have difficulties in life or other aspects, they can be solved through social security institutions or other means. It is not that enterprises are cruel to employees, but that the market is too cruel to enterprises. Imagine that China has joined the WTO, that is, the state-owned enterprises under the influence of the planned economy system compete with the capitalist enterprises with hundreds of years of development history in the world. Isn't it too clear who is superior and who is inferior? What's more, the law of market economy operation is survival of the fittest. There is no pity and sympathy in the market, but only swords and shadows.

It is not difficult to see from the above that within an enterprise, efficiency should be right rather than relative, and it has no additional conditions. If anyone doesn't understand or adapt to this operating mechanism, then he will get timely optimization outside the operating mechanism, that is, outside the company management, because if an enterprise wants to "win the next war" in the fierce market competition, it must turn all the hidden burdens that restrict the development of the enterprise into explicit burdens, so as to finally reduce this unnecessary burden.

Second, recognize the differences in people's abilities.

As we all know, people's abilities are different, and some even have qualitative differences. For example, people with the same education have a brilliant life, while others have accomplished nothing. Some people do the same job in the same department easily, some people do it hard, and some people can't even do it. It is wrong not to admit that people have different abilities. At least, people have their own strengths, some have better comprehensive quality, and some can't. People's comprehensive qualities are different, and enterprises are organizations composed of people with different comprehensive qualities. In such an organization, the difference of "ability" determines the different rights and responsibilities of everyone, so the specific distribution method and quantity of salary are also different (the return of human capital is dividends, options or shares, while the return of human resources is only salary), which ultimately determines that everyone's income is different or even different.

The embodiment of comprehensive quality is based on efficiency as the first element of evaluation, and the size of ability is also measured by efficiency. Then, there is no doubt that efficiency and ability are inseparable. Efficiency proves ability, and ability reflects efficiency. All human resources of an enterprise will eventually become human capital through hard work, which is what we expect, but we must admit that a person's ability can be completely changed and improved through hard work. We can't look at a person's development with a static eye. We should encourage and motivate employees to learn and improve, explore their potential and bring their abilities into play creatively and innovatively. You know, the chance of success is fair to everyone, but the degree of effort is different, as long as you work hard.

The third is the principle of unity of responsibility, power and benefit.

The effective unification of responsibility, right and benefit is the basis for enterprises to establish a scientific management system. How should enterprises use responsibility to restrain people's power? How to use power and interests to motivate them to pay their responsibilities? As we all know, there is no irresponsible power in the world, and there is nothing that is only responsible without power. The two are complementary, and power is to better assume responsibility. How much responsibility you pay, how much interest you will inevitably return. This is a clear question. It is wrong to isolate or emphasize the relationship between responsibility and rights. Every post in an enterprise is the unity of responsibility, right and benefit. For example, if the grinder is responsible for the normal operation of the factory, he must be given the power to operate the grinder. Similarly, he also received the salary of the grinding post accordingly. If there is something wrong with one of these three positions, the whole system will be lost, leading to management confusion. Therefore, in order to ensure the effective unification of responsibilities, rights and interests, enterprises will make it clear to everyone through the above explanations that only by taking on more responsibilities can they gain greater rights and interests. The power given to you by the post is to enable you to carry out your work better, not to improve your social status, not to engage in self-interest, and the use of power is ultimately at the expense of taking corresponding responsibilities.

Fourth, establish the concept that the interests of enterprises and employees are consistent.

Under the market economy, enterprise management is risky, that is to say, the business performance of an enterprise is not an idealized branch line, but has twists and turns. In this case, the income of employees will also change with the change of business performance. For example, no matter how enthusiastic you are and how hard you work, as long as the company's performance declines, employees' income will definitely decrease. Imagine, if there is no efficiency to support, how can enterprises raise wages for employees? Therefore, it is not difficult to understand the saying that "the factory prospers and I prosper, and the factory declines and I decline" and "I rise and fall together with the enterprise"-"Rong" is proud that my labor is recognized by the market; "Shame" is the shame that the labor paid by employees has not been recognized by the market because of the decline of enterprises. Therefore, it is the market, not the enterprise, that ultimately determines our work performance. We know that the only constant in a market economy is "change". To adapt to this law, we must fully integrate into the production and operation of enterprises, constantly improve our own abilities through learning, make our efforts recognized by the market, and let individuals and enterprises make common progress and development. This is what we need to do most.

Five, the improvement of the ability of managers and the improvement of the quality of the managed.

Under the condition of market economy, to enhance the comprehensive competitiveness of enterprises must be supported by the improvement of the overall quality of enterprise management and management, which is a soft factor affecting the development of enterprises. What is quality? A simple understanding is the knowledge and skill requirements outside the position. For example, "honesty" is an extremely important quality index requirement for many positions. In order to meet the requirements of quality assessment, the human resources department will fully study various quality indicators and formulate a set of perfect quality and ability assessment standards, so as to establish an operating platform suitable for recruitment within the company, so that people with different abilities can give full play to their talents at corresponding energy levels (positions). The establishment of this platform makes the allocation of human resources more standardized and reasonable, which requires the improvement of the quality of managers and managed people. Only in this way can it have practical significance, because the employing department can completely make the decision of hiring, refusing and dismissing according to the assessment results of ability and quality, which makes the company's performance assessment of various departments more logical and convincing.

Six, establish a good professional ethics

Every position in an enterprise has an interface with society, and it is inevitable that it will be affected by bad social atmosphere in its work. Therefore, it is very important to advocate professional ethics. As we all know, there is no unconstrained power in the world, and the exercise of power is for better work, not for dereliction of duty and self-interest. We emphasize principle and fairness, which are the most basic requirements of professional ethics. For the executives and management in the enterprise, they all hold certain powers to varying degrees. What needs to be pointed out in particular is that the use of these powers is responsible for enterprises, leaders, colleagues and customers, and honesty is the most basic moral requirement for them. In addition, it is also a very important moral code of conduct for enterprises to timely transmit and not conceal information about their own production and operation. What enterprises need more is professional ethics rather than work discipline. We advocate good professional ethics education, law popularization education and social ethics education, and encourage employees to strive to be excellent employees. On the contrary, employees who violate professional ethics requirements will be dismissed without mercy. This is a very serious matter, because the establishment of professional ethics in our enterprise depends not only on the cultural norms within the enterprise, but also on raising the risk of violating professional ethics. Good professional ethics can reflect a person's ability and social value. We firmly believe that without the support of excellent skills, professional ethics will lose its living space. Imagine talking about medical ethics with a charlatan. Is it practical? Therefore, to establish a good professional ethics, we must first lay a good foundation.

Seven, we should gradually implement contract management.

In human resource management, we adhere to the principle of "people-oriented management" and give full play to people's main role. In other words, the principle of equality and mutual choice between departments and employees is followed in staffing, that is to say, in our enterprise, as long as we have the ability, everyone has the opportunity; Obviously, if you don't have the ability, you will lose the opportunity. Thus changing the traditional management method of one-sided, subordinates absolutely obey the superior point of view. In short, the construction of corporate culture is a gradual process. Only when the foundation is done can we advance step by step. We can't expect to reach the ideal state of satisfaction overnight, but we firmly believe that as long as we choose the right direction, the perseverance we pursue and the concept of corporate culture will soon become clear in the minds of people around us.