On the Innovation of Human Resource Management Mode in Colleges and Universities in the New Period

First, the importance of innovation in human resource management mode in colleges and universities

Establishing an innovative mode of human resource management in colleges and universities is conducive to establishing a dynamic human resource management system with China characteristics, creating a lively environment for talent growth, so that every faculty member can play a smart role in jobs that objectively require their knowledge and ability, and make contributions to knowledge innovation, scientific research and social services. Therefore, establishing an innovative mode of human resource management in colleges and universities is an important content to promote the reform and development of higher education, and it is also an inevitable requirement for higher education to adapt to social and economic development.

Second, the problems of human resource management mode in China universities

1, which is not strict enough in the recruitment, selection and promotion of college employees. At present, in the activities of selection, assessment, rewards and punishments, and job promotion in some colleges and universities, the policies are changeable and arbitrary, and the recruitment, selection and promotion of human resources are easily interfered and restricted by the management at all levels within the organization. Most institutions, especially local institutions? Inbreeding? This phenomenon is very common, and the graduates of our university are given priority when teachers are introduced, resulting in a single academic structure of human resources in Chinese universities. In addition, at present, in the introduction and selection of colleges and universities in China, there is a phenomenon of attaching importance to academic qualifications and professional titles, ignoring ability and morality, resulting in unreasonable staffing and uncoordinated talent structure. In terms of talent flow mechanism, there is a lifelong labor contract between universities and teachers in China, and it is rare for universities to dismiss or resign teachers. The occupation of university teachers is still an iron rice bowl. Once the faculty members are hired, they will be employed for life, which is not conducive to the healthy development of the university.

2. The development and training of human resources in colleges and universities have not received enough attention. The training and development of human resources in colleges and universities is to give planned guidance to the teaching staff, so that they can acquire the necessary work skills, work attitudes and related knowledge, thus ensuring that the teaching staff can better complete the tasks assigned by the school. However, at present, there are still some problems in human resources training in colleges and universities in China. For example, under the influence of the traditional concept of personnel management, there is a widespread phenomenon in colleges and universities in China that the introduction of human resources is emphasized and training is ignored; Re-possession, light activation; Reuse, light development; The phenomenon of valuing specialty over skill over morality has seriously affected the utilization efficiency of human resources and aggravated the brain drain of high-level talents. In addition, the training content of university staff in China pays more attention to the improvement of academic qualifications and academic level, rather than the improvement of teaching skills and teaching technology. Some ordinary human resources jobs can be seen in some universities.

3. Performance appraisal is a mere formality. At present, due to various reasons, there are some problems in the performance appraisal of human resources in colleges and universities in China. First, there are some problems in performance appraisal, such as difficult to determine the assessment criteria, difficult to evaluate outstanding performance, and difficult to quantify Deloitte's content. At the same time, the evaluation index system lacks key performance indicators, such as teachers' teaching quality and managers' management level, which makes it difficult to operate the evaluation and determine the evaluation level fairly. Second, from top to bottom, no matter whether the work of a department or individual is good or bad, it will be distributed in proportion? Excellent? Quota and assessment results are difficult to truly and objectively reflect the actual work performance and level of the assessed. Third, popularity (interpersonal relationship) is often taken as the standard in the examination and promotion, and even more, there is a phenomenon of treating guests and giving gifts to win votes. Some units implement the rotation system, which has caused great injustice and seriously dampened the enthusiasm and self-motivation of some teachers. Fourth, the contents and requirements of the annual assessment have changed greatly, and most of these changes are put forward when the assessment is approaching, so it is difficult for faculty and staff to adapt, and even some colleges and universities set conditions for people, which greatly dampened the enthusiasm of faculty and staff. Fifth, the assessment emphasizes the number of class hours, papers and scientific research, ignoring quality evaluation. This situation leads teachers and employees to be eager for quick success and instant benefit, and passively pursue quantity, thus making the evaluation lack of strength and effectiveness.

4. The salary management system is not flexible. At present, the salary structure implemented in colleges and universities is a dual structure of national salary and campus allowance. Among them, the national wage part remains intact, and the wage system under the planned economy is implemented. The wage income gap is generally about three times, and school allowances are paid according to posts and performance. The wage system under the market economy is implemented, and the gap with the school allowance is more than ten times. The dual salary structure only implements a new distribution system in the school allowance part, and the allowance only accounts for a small part of the salary, and the incentive effect is not obvious. In addition, the internal unfairness is also obvious, which is mainly manifested in the inconsistency between the administrative staff and the teaching and research staff in the application of performance evaluation standards and evaluation results. The campus allowance is excessively tilted towards high-ranking personnel with high professional titles and positions, which leads to the faculty's excessive pursuit of rigid factors such as high professional titles and positions, thus diluting the elastic factors such as teaching quality, teaching level and service quality. In addition, the current distribution system is mainly based on professional titles and paid according to workload, which does not reflect the work that requires a lot of time and energy, such as teaching and research, teaching reform, curriculum setting and specialty construction.

5. The incentive effect is not obvious, and the incentive method needs to be improved. At present, most colleges and universities in China use material incentives as the main incentive means. Some colleges and universities spend a lot of money to introduce talents with high academic qualifications and titles. The housing conditions, wages and research environment of these imported talents are better than those of teachers with the same academic qualifications and titles in our school. This has greatly dampened the enthusiasm of teachers who have contributed to the school for many years and have the same high academic qualifications and high professional titles. In addition, some colleges and universities ignore that college talents are a group with relatively high knowledge level, and their material needs are not the first demand. They pay more attention to high-level needs, such as the pursuit of respect and self-realization. They hope to have the opportunity to give full play to their talents and achieve something in their careers. In addition, the unfairness in colleges and universities has also seriously affected the incentive effect. Many incentive systems are combined with the performance appraisal system, but in practice, the performance appraisal system is completely a mere formality, so even if the incentive system is perfect, it can't play an incentive role.

Third, the construction of a new mode of human resource management in China universities

1, strict employment and selection system, introduction of market mechanism, and promotion of rational flow of talents. Schools should set up posts according to the needs of teaching and scientific research, openly recruit from the public according to the vacancy situation and job requirements, and determine the most suitable candidates through competition according to strict assessment standards and procedures to avoid? Inbreeding? Don't just value academic diplomas and professional titles, but also value ability, quality and morality, and have real talents and development potential. Establish a flexible talent mechanism, implement a real employment system, and break the profession? Lifetime system? And then what? Identity system? Change? Unit person? For what? Social man? Socialize the resources of faculty and staff. In view of the imperfection of various social security systems in China, the follow-up problems of the socialization of teachers' resources are not guaranteed, and teachers have worries. Therefore, the implementation of this real employment system requires the government to intensify its work and accelerate the establishment of a sound social security system. Schools can adopt flexible management mode, combining fixed staffing with floating staffing, combining full-time and part-time jobs, and abandoning traditional concepts such as hukou and personnel files. As long as they are suitable talents, they can be used by me, not omnipotent, but useful.

2. Pay attention to personnel training and development, and establish a lifelong learning system with ability improvement as the core. In the long run, colleges and universities must change? Nazism? , pay attention? Hematopoietic engineering? Architecture. At present, colleges and universities should reform the continuing education system with basic training and academic qualifications of compensatory education as the core, and turn it into a lifelong learning system with ability training as the main part. University itself is a learning system, and university teachers are not only imparting knowledge and skills, but also learners. 2 1 century college teachers should be learning people who can think systematically, constantly surpass themselves, improve their mental models, actively participate in organizing learning, work hard under the same desires, and regard learning as the source of human nature and life interest. Therefore, in order to keep the college teachers' continuous adaptability to social development, it is necessary to build the teaching organization of colleges and universities into? Learning organization? .

3. Establish a perfect, scientific, reasonable and effective performance appraisal system to provide a basis for promotion, job transfer and salary increase. It is difficult to evaluate the teaching work of college teachers quantitatively, and the research work has little effect in a short time. If we use fixed standards and indicators to evaluate and measure, it will bind their hands and feet, stifle teachers' creativity and encourage a few teachers' impetuous mentality and short-sighted behavior. University administrators should formulate flexible and diverse evaluation mechanisms. When evaluating performance, they should consider personal environment and conditions. Different environmental conditions make different achievements. They should pay attention to whether it is practical and effective, and can't decide talents just by contribution. Colleges and universities should further explore a scientific, reasonable and easy-to-operate evaluation index system, and make a three-dimensional evaluation of teachers' quality and quantity, ability and morality, special and comprehensive, regular and irregular, colleagues and students. Job performance evaluation should be realistic, objective, comprehensive, scientific and serious, and feedback relevant information to individuals in time after evaluation, so that the evaluated can accept the evaluation results convincingly and increase the transparency of evaluation work.

4. according to? Give priority to ability and performance, giving consideration to fairness? Principle, establish a performance-based pay system based on ability. Colleges and universities should implement the distribution system that determines the salary level according to ability and performance, and change the previous system that only pays attention to? Education, professional title, age? For example, hard indicators, as well as teachers? Ability quality? Other soft structure requirements have not been paid enough attention. Build a performance salary system based on ability, and take performance and ability evaluation as the basis of the salary system. On the basis of the current post allowance system in colleges and universities, we will gradually reduce the proportion of national fixed wages in personal income and increase the proportion of post allowance in colleges and universities. The performance-based salary system based on ability will design job categories and grades according to the requirements of ability grades, establish category allowances, grade allowances and performance allowances respectively, and comprehensively apply them. Appropriately widen the gap between different job categories and different grades, and the grade standards between different job categories can be appropriately crossed. The level of post allowance mainly depends on the professional level and business ability of personnel. According to the performance appraisal, it is assessed once a year and fluctuates according to a certain proportion.

5. Establish an effective incentive mechanism to maximize the potential of faculty. Colleges and universities should use appropriate incentive models and methods to stimulate the enthusiasm of faculty. First of all, according to Herzberg's two-factor theory, it is necessary to make clear what is the health care factor and what is the incentive factor, and then correctly handle and use these two factors to motivate employees. In addition, incentives should be timely, neither too early nor too late. Secondly, different incentive methods and strategies are adopted for people with different demand levels. The needs of faculty and staff in colleges and universities belong to the needs of high-level respect and self-realization, and should be based on positive incentives, and adopt incentives such as affirmation, reward, promotion and further study. Thirdly, in order to create a relaxed and harmonious teaching, living and working environment for the faculty, the human resources management department should set up a special service organization with specialized personnel to keep abreast of their difficulties in life and work, and timely reflect their information to the decision-making level of the school through special channels, and quickly feed back the information to meet the multi-level and diversified needs of teachers and stimulate their enthusiasm and creativity in work.