What are the misunderstandings in enterprise human resources management?

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At present, all business managers know that effective management of personnel is a major issue related to the survival of the company. When a group develops to a certain stage, It is necessary to plan ahead and use various methods such as succession planning, corporate training academies, job rotation exercises, AB angle systems, etc. to design ability training focuses for employees at different levels, dynamically manage the hierarchical reserve talent pool, and create a team that highly recognizes the corporate culture and A high-quality elite team with management and professional skills. Bill Gates once said: "The most important thing I do is hire great people." Howard Schultz, chairman of Starbucks, believes: "Hire people smarter than you and clear the way for them." Modern times After the human resource management theory was introduced into China, it has been widely disseminated and applied. However, due to the lack of correct understanding of human resource management, many companies still have many conceptual misunderstandings.

Misunderstanding 1: "Human resources management" means "personnel management". The focus of modern human resource management is on the development of people, rather than the "management" of people in traditional "personnel management". Many companies still confuse "human resource management" and "personnel management". At present, many companies do not have independent human resources management departments. Even if they do, they only perform functions such as attendance, rewards and punishments, and salary payment. They do not establish medium- and long-term development plans for corporate talents, and there is no training mechanism. In short, management functions have not been transformed into the development and training of human resources. Real entrepreneurs must attach great importance to human resource management from a fundamental strategic perspective and support the reform of management systems and the implementation of human resources work from a long-term perspective. Only when the company's leaders truly realize "people-oriented", value talents, cultivate and develop talents, can human resource management quickly get on the right track.

Myth 2: Human resource management is only a matter for the human resources management department. This is a misunderstanding caused by a lack of systematic understanding of modern human resource management, which has a troika: managers, employees and professional human resource managers. It goes without saying that professional human resources managers bear much of the responsibility for ensuring that companies hire the most suitable people and comply with legal requirements, but in general, individual department managers and employees have a lot of substance to do in human resource management. Modern human resources management work is inseparable from the daily work of every department manager. Every department manager should first be a human resources manager, and a professional human resources manager is responsible for the entire management process. to coordinate and promote the work. All employees of the company are within the scope and service targets of human resource management. Therefore, every employee of the company is responsible for human resource management, and everyone is responsible for human resource management.

Misunderstanding 3: Human resource management is internal management and does not contribute to the performance of the company. Many people think that the production department and sales department are the source of corporate performance, while the human resources department is only an auxiliary department. However, production goals and sales goals require people with specific responsibilities to complete. Only scientific management of these people can ensure the goals are achieved. Therefore, effective human resources management is not only a guarantee of corporate performance, but more importantly, it can promote the long-term and stable growth of the company.

Misunderstanding 4: Companies are unwilling to cultivate talents. Some companies often have such a requirement when recruiting talents: those with more than 3 years of work experience will be given priority. When asked why, many companies say that shopping malls are like battlefields. What companies need are practical talents. It is best to recruit them and be able to charge into the battle. To put it bluntly, companies are unwilling to train talents. They always think that they spend a lot of time and money to train talents. What if the talents change jobs? Wouldn’t it mean that both people and money will be lost? In fact, this kind of talent concept that is eager for quick success and quick benefits is precisely these The Achilles heel of the business. The discovery and use of talents cannot be separated from training. The saying "without training, there will be no talents" is exactly the truth. The mechanisms, systems and environments of enterprises vary widely. Enterprises do not provide talents with various learning and training opportunities, but require talents to be proficient in all kinds of martial arts. How can talents be discovered? In today's development of modern science and technology, even if there is a certain aspect Talents with expertise only consume knowledge without the opportunity to recharge, and their expertise advantages will gradually be lost.

Misunderstanding 5: The higher the education level of employees, the better. Many companies now overemphasize the educational standards of their employees and often take pride in calculating the average educational level of their employees.

When hiring people, it is often emphasized that "the more graduate students the better, undergraduates will do research, and junior college students will not be considered." In fact, they ignore that people with various academic qualifications have corresponding positions. It is not that the higher the academic qualifications, the better the quality of employees. The most important thing is to arrange the right people to the right positions.

The above misunderstandings on the one hand are that they ignore the systematic nature of human resource management that runs through all departments of the enterprise, and on the other hand they do not pay enough attention to talents. In response to these problems, on the one hand, we must improve the understanding of the modern human resources management system, and most importantly, establish a scientific human resources management system to truly give full play to the functions of modern human resources management; on the other hand, we must change the concept of employment and cherish talents.

In today's era of knowledge economy, the competition for talents and the flow of talents have intensified unprecedentedly. However, having talents does not necessarily guarantee the success of an enterprise. If you do not know how to make good use of people and do not carry out effective organizational management, the more excellent talents, the more likely they will become a destructive factor in the development of the organization. The human resources department of a modern enterprise needs to undertake more functions than the traditional personnel department. In addition to the organization's talent management, the organization's innovation management and cultural management should also be included in the work scope of the human resources department. As a human resources director, you must be both internal and external, position yourself with a forward-looking perspective, effectively integrate the company's strategic development with the human resources development strategy, be a good partner of the company's strategy, and ultimately achieve the sustainable health of the organization. develop. Generally speaking, there are several ways to build reserve talents or talent echelons:

For career development planning, the Human Resources Department requires reserve personnel to fill in the "Employee Career Development Plan Form" and regularly provide reserve talents with Communicate with its "Employee Career Development Plan Form" to understand the problems encountered by reserve talents and the support they need, and propose correction suggestions based on the company's development needs and human resources planning. (For more views on group control, please pay attention to Aiweilong Media Management Consulting Expert | Group Control Expert Zhao Meiyang's "Expert Forum") Job rotation, reserve talents must go through at least one rotation in more related positions before being promoted to reserve positions exercise.

Promote a mentorship system. Mentors are senior management personnel who are responsible for supervising, supporting and assisting reserve personnel in terms of their ideological and moral character, work attitude and business skills. They are responsible for providing workplace guidance to reserve personnel. Prior to coaching, both parties need to receive skills training appropriate to their roles. The performance appraisal results of reserve personnel have a certain proportion of impact on the performance appraisal of mentors.

Corporate training, in the company's training system and implementation plan, the training of reserve talents is listed as a special content. The Human Resources Department combines the actual needs of the company's development, human resources planning and reserve personnel career development planning , responsible for formulating reserve talent training plans and regularly revising the plan based on the development of reserve talents.

Assessment and restraint, the company provides reserve talents with more career development opportunities and greater development space through a large amount of resource support, so reserve talents need to embody more value. On the one hand, there are higher performance standards for the assessment of reserve talents. At the same time, in order to prevent the active loss of reserve talents from causing heavy losses to the company, they need to sign longer-term employment contracts with the company.

It is important that the human resources department regularly evaluates the actual effect of training reserve personnel, analyzes problems, and makes improvements. For a group with diversified development, the need to cultivate reserve talents is more urgent than that of a single company. Although there is no big difference in operating methods, the headquarters needs to comprehensively consider the talent supply issues of multiple branch companies. In this way, human resource planning should be based on diversified investments and industry portfolios, career development planning should be based on the group's horizontal strategy, and the talent echelon and reserve personnel construction should be more diversified and comprehensive. Only in this way can human resource planning and reserve talent construction be combined. , employee career development planning, strategic investment and industrial investment are combined to form a complete talent echelon of the group, succession management based on investment and industry, talent reproduction, thus forming a mechanism for the group's own talent generation, thus essentially solving the problem Successor training issues in group succession planning.

Employee succession planning is to establish a systematic and standardized process to evaluate, train and develop potential professional managers within the organization, and create an internal talent pool to obtain the core needed for the current and future needs. ability.

For enterprises, this plan can ensure that they have an excellent reserve team at all times, ensure the continuity of management, shorten the cycle of filling vacancies, and continue to meet future business needs.