Human resource management in different development stages of enterprises

Human resource management in different development stages of enterprises

The ups and downs of business, no matter which enterprise, need to go through four stages of development, namely, initial stage, growth stage, maturity stage and recession stage.

At different stages of development, its business strategy is bound to be different, and the focus of its human resource management is completely different. We often hear some companies say that I want to learn from Huawei's human resource management and Haier's human resource management. It seems that the human resource management of some advanced enterprises is the benchmark and model, and we can do well the human resource management of our company as long as we learn it. As we all know, every enterprise has different human resource strategies in different development stages and different business environments. According to the research, the author finds that the emphasis of human resources is not the same in the four stages of enterprise development. The specific analysis is as follows:

First of all, human resource management is in its infancy.

The characteristics of start-up enterprises: survival is the primary problem. Enterprises should solve the problem of survival first, highlight the development of business, emphasize the result orientation and ignore the process. Whether it's a black cat or a white cat, catching a mouse is a good cat. The enterprise has few funds, few personnel and simple organizational structure. The boss plays a decisive role.

Human resource management at this stage is generally flexible and has no rules. Everything is efficiency and result-oriented. Details are as follows:

Key points of measures taken by each module of human resources

The organizational structure is simple and clear, and there is no complicated hierarchy.

Recruitment is mainly based on business personnel and technical personnel. This is the core talent of the company. Generally speaking, business personnel are mainly based on low basic salary and high commission, and the salary level of technicians is around the median. The salaries of other positions are at the low end of the market.

In terms of training, the company will not spend a lot of time and energy on training. Generally, you are required to come at the drop of a hat and call when you come.

Assessment is result-oriented, rewarding those who bring results, and basically ignoring the process.

In terms of salary, it is determined by the results, and the salary is mainly sales, with core technical posts. Because the enterprise has just been established and is short of funds, it will spend money on the cutting edge and reward those who create benefits for the company. At the same time, it will advocate a kind of risk sharing, less fixed salary and bonus distribution according to the company's benefits.

Employee relations The relationship between employees is relatively simple, and the cooperation between departments is not obvious. Corporate culture is basically boss culture. The key to the success of an enterprise also depends on the personal charm of the boss. Whether employees' anticipation and expectation for the future of the company can be preserved depends on the boss's personal charm and management style. The responsibilities of personnel are not clear, the boss may even command every employee, and the division of labor between departments is also chaotic.

Second, human resource management in the growth period.

Characteristics of growth enterprises: the pressure of survival is reduced, and enterprises expect to become bigger and stronger. In addition to focusing on the results, we also focus on the process. At this stage, two problems stand out. One is the distribution of employees' interests. After the enterprise grows, employees feel that the operating income of the enterprise has increased, and their own efforts have increased their expectations of income. How to distribute the value of these employees has become a key issue. Another issue is the clarity of responsibilities and rights. Because the initial stage pays attention to the result orientation, it ignores their respective responsibilities and division of labor. With the development of enterprises, the number of personnel increases and the organization becomes more complicated. If the power and responsibility are not clear, it will obviously reduce the work efficiency, thus affecting the growth of the whole organization.

Human resource management at this stage generally emphasizes standardization and clarity of rights and responsibilities. Motivation, retention, training, development and rational use of employees have become the focus of human resource management.

Key points of measures taken by each module of human resources

In terms of organization, reorganize the organizational structure and optimize it. Clarify the responsibilities of each department and sort out the process and post system.

Introduce some management talents appropriately in recruitment. Technology and business are no longer important, and management talents are needed to bring new blood.

Training began to pay attention to the cultivation of talents, and began to pay attention to some core technical posts and management posts and carry out training in a planned way.

Assessment is no longer purely result-oriented, but also focuses on process management.

In terms of salary, the salary level has improved compared with the initial stage. The proportion of fixed wages in the salary structure has increased.

System construction began to establish and improve the management system.

In employee relations, guide employees to establish a top-down communication mechanism to alleviate various contradictions and disputes. At this stage, the most prominent thing is the struggle for employees' interests and the wrangling between departmental responsibilities. HR needs to coordinate these aspects.

Third, the maturity of human resource management.

The characteristics of the enterprise at this stage: mature business, increased profits, stable development of the company, bloated organization and poor coordination of personnel.

Human resource management at present: cooperation and innovation. Details are as follows:

Focus of measures taken by human resources module

In terms of organization, the redesign of organizational structure, the reengineering of process, the combination, configuration and development of company capabilities.

Reward innovation in performance management

In terms of salary management, a long-term incentive plan will be implemented to reward middle and high-level and core cadres.

Corporate culture emphasizes the mentality of change and the sense of crisis, and intentionally impacts employees' thoughts.

Fourthly, human resource management in recession.

At this stage, the characteristics of enterprises are: business began to decline, gradually faded out of the market, layoffs.

Human resource management at present: reducing staff and increasing efficiency. Specifically including:

Key points of measures taken by each module of human resources

Organizationally, some redundant departments have been cancelled.

In terms of recruitment, no longer recruit people, but take the initiative to lay off employees;

Performance management has returned to the result-oriented level.

In the aspect of salary management, salary is no longer given to the middle and high level of the market, but returns to the low level.

Stabilize people's hearts in employee relations and communicate with employees.

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