How to combine big data with enterprise human resource management

1. In the strategic management of an enterprise, the human resource planning of the enterprise must be matched with it.

The strategic planning of an enterprise determines the development vision, strategy and process design of the enterprise, and the strategic planning of human resources is one of the core contents of the strategic planning of the enterprise.

Just like the change and development of enterprise management strategy, the human resource planning of enterprises should also change and develop accordingly. Some enterprises spend a lot of time and energy to determine the talent demand plan that adapts to the special business environment and strategic development of enterprises. For example, General Electric Company has long been committed to making management talent development plans that match the requirements of many different business departments. Under normal circumstances, when the environment changes, enterprises often expect to recruit people suitable for the new environment, which is actually to determine new human resources planning requirements according to the company's strategic positioning.

Different business strategies of enterprises affect human resource planning. For example, an institutionalized organization needs traditional managers, that is, people who can maintain continuity, stability and control. With the organization of enterprises becoming more and more flexible, in order to adapt to the changes in the competitive environment, it is necessary to have more flexible managers, or "reform-oriented".

As an explanation and extension of the concept of enterprise strategy, management scholars have formed various methods to effectively deal with the adaptability of human resources and enterprise management strategy. Michael Porter put forward the human resource management method directly related to enterprise strategy. He identified the different management characteristics required for key strategic choices (cost leadership, difference or focus). People can use the development index of management talents to illustrate these characteristics, and obtaining corresponding talents is also the basic premise to ensure the company's strategy.

Specific enterprise strategies need human resources with different abilities. Entrepreneurship, rapid growth, business maturity, transformation and industrial withdrawal represent all stages of an organization's life cycle, and each stage needs different management talents.

2. The core of enterprise change management is to re-manage people's functional orientation, ideas and behavior patterns.

The content of enterprise reform mainly includes three reform systems: business model reform, organizational culture reform and value-oriented reform, and the implementation of these three reform systems cannot be separated from the functional orientation, consciousness and behavior of personnel.

Organizational structure adjustment is one of the main forms of enterprise reform. Under the advocacy of highly developed information and the concept of zero distance from customers, enterprises are striving to make their organizations more flat. Therefore, managers at all levels have greater responsibilities, requiring updated concepts and faster and closer behavior to customers. In this way, middle managers are redefined as people who take more responsibility for translating strategies into business plans.

Due to the process reengineering in the organizational structure adjustment, the work has been reorganized, and the post work has become more unstable, changing and adjusting more frequently, so as to give full play to the individual talent advantage of each employee. Enterprises often emphasize teamwork as well as individual performance, so the concept of competition and cooperation requires employees to have a new orientation in their understanding of the relationship between self and enterprise, self and work, and self and colleagues.

Therefore, the adjustment of enterprise personnel's skills, concepts, responsibilities and employee behavior patterns constitutes the essence and core of enterprise reform.

3. The equity incentive of sales staff determines the success or failure of enterprise marketing strategy.

No matter how to determine the marketing strategy of the enterprise, how to sell the products and services of the enterprise if the sales staff are not enthusiastic; Similarly, if the performance appraisal is unfair, how to motivate the sales staff?

Fairness depends on many factors, including personal values, social atmosphere, corporate policies and so on. Moreover, the research on the fairness of sales performance appraisal needs a lot of argumentation and discussion.

In many enterprises, although the marketing work has been carried out for many years, the performance appraisal of sales staff has also been carried out for many years, but for various reasons, it is difficult to implement the universal fairness requirements.

People attribute the unfairness in the performance appraisal of salespeople to various reasons, such as human reasons, institutional reasons and objective reasons, but to sum up, unfairness is nothing more than the inevitable result of wrong enterprise policy setting, unreasonable institutional arrangements and poor personnel management quality. The author believes that the following aspects are the basis for realizing the fairness of sales staff incentives.

1. As a leader, the regional sales manager should be fair and equitable in management, which is the basis of fairness in performance appraisal of sales personnel. Without this, nothing else is possible, and any good policy is useless.

2. Clear market strategy and policies. Without clear market strategy and policy, it is difficult to have the so-called fairness of performance appraisal of salespeople, because market strategy directly determines the role and functional orientation of salespeople in enterprise market development.

3. Clarify the functional orientation of sales staff. Without the above-mentioned clear market strategy and the functional orientation of sales personnel, the assessment of sales personnel is not only unfair, but also difficult to achieve market goals in any case.

4. Reasonable performance indicators and standardized assessment standards. With a clear marketing strategy and a clear functional orientation of salespeople, it is necessary to set corresponding performance appraisal indicators.

5. Matching of salary policies, the basic principle of salary design of salespeople is to establish a salary system that is consistent with the market strategy and policies of enterprises, the functional orientation of salespeople and performance appraisal indicators.

To sum up, the author thinks that human resource management is the foundation and core of modern enterprise management and one of the three systems of enterprise development. The level of human resource management directly determines the management level of other aspects, mainly reflected in the execution of enterprises.