How many private enterprises have no real human resources?

There are no surveys and statistics in this field. Because this is a statement without measurement standards, and no enterprise is willing to admit it. Even in state-owned enterprises, many enterprises have no real human resources and there are many problems. The problem described in this paper is the * * * problem existing in most enterprises now.

A large group enterprise, if it does well in strategic operation and other aspects, has been singing "empty city plan" in human resource management-it lacks a real HR manager to control the overall situation, and only the business owner is having sex. So, can you imagine what that would be like? Today's case will help you uncover many embarrassments of enterprises when human resources are scarce ... —— Introduction.

The background is messy, subdivided into a pair of 8:

Datian Group (pseudonym) is a large-scale collectivized enterprise in North China. 10 was an unknown cowshed factory many years ago. With the east wind of reform and opening up, it has developed into a large-scale well-known enterprise group with billions of assets and more than 10,000 employees in just 10 year. Like the success of many enterprises, to a great extent, it stems from the foresight and wise leadership of business owners. Of course, the achievements of Datian Group today can not be separated from the wise leadership and foresight of Mr. Li (a pseudonym), the president of the group, and it is also worthy of pride objectively.

However, as the saying goes, "success is also Xiao He, and failure is also Xiao He". Boss Li's wisdom has made today's great cause, but he has not been able to retain a suitable human resources director. More importantly, Boss Li himself operates in the dark. This large-scale group enterprise has a good strategic operation, but it has been singing "empty city plan" in human resource management-it lacks real HR strategy to control the overall situation, and only business owners are having sex.

In just two or three years, the HR director has changed three or four times, and the replacement frequency is higher than that of the Japanese prime minister in previous years. Even the group vice president in charge of human resources left him. Finally, there was no real human resources director for a long time, and the human resources department split and disintegrated. In its heyday, the human resources team of nearly 30 people only symbolically retained two or three people. Such a big office is originally mobile and prosperous; Now it's empty and cold.

If one is changed because the human resources director is not good, and the other is because the human resources director is not good, then it is hard to say that the human resources director is not good, but to reflect on whether the problem occurs in the enterprise itself, or more accurately, "Is there a fatal problem in the thinking and integration and absorption of human resources management by the enterprise boss?"

Now, the question we need to clarify and solve is: How did the human resource crisis of Datian Group come about?

Through some phenomena and voices circulating in the street, combined with the image of Datian Group and the style of Boss Li, I slowly summed up a five-character rhyme entitled "Bayi", which is actually a catchy "jingle":

Recruit soldiers and dig holes in people's brains.

Cut a grass with a one-track mind.

A treasure is punished for training and discrediting.

The performance is a mess, and the salary is a mess.

This "jingle" vividly depicts the out-of-control situation of human resource management in Datian Group in the absence of HR director, which just confirms the theme of "the background is in a mess, subdivided into one to eight". Let me break down these eight typical symptoms:

1, recruitment and:

Because Datian Group is a large production company, the demand for talents is relatively large, so for ordinary positions, it is almost a fixed-point booth and long-term recruitment. General recruitment requirements are submitted by various employing departments. However, due to the weakening of the human resources department and the lack of scientific manpower evaluation and control for each department, it is usually that recruiters go directly to the talent market to "purchase" according to the order with a "gun" (Yi Labao poster) on their backs every weekend.

This situation is quite a bit like some big hotels purchasing vegetables every morning, which are generally purchased in baskets on a large scale. After purchasing vegetables, there will be coolies to remove sludge and rotten leaves. In the same situation, a large number of new recruits recruited by Daejeon Group will lose a large part for various reasons in just a few months. Some don't adapt to the company, and some don't like him. It is really "happy to go home from work".

But can you say that these fallen leaves are "rotten leaves"? I'm afraid not. To give a simple example, Datian Group recruits 700 to 800 people at a time during the peak season of graduate recruitment, and so many new people come at once, not to mention the training after registration and follow-up training. The accommodation of these people alone has become a big problem. The group's ready-made staff dormitories are basically full. Even if there are a few empty beds, it still can't fundamentally solve the accommodation of so many people, so the group rents houses from the society, but after all, "there are fewer porridge and more monks", and almost all the houses of the surrounding residents are rented out. Later, even a newly-built small room with wet walls actually arranged five or six people. Later, a large number of graduates left their jobs within a month or two, largely because of poor accommodation. This is the evil consequence of blindly grabbing talents.

Comments:

Many private enterprises unconsciously suffer from a kind of "talent scarcity panic". Generally speaking, talents are scared out, so they unconsciously go to the other extreme-blindly grab talents-regardless of the actual needs of their own enterprises, grab them first, and then slowly inspect and select them during the probation period of several months and later in actual work, thinking that they are selecting the best through "horse racing"

2, dig all:

In order to attract middle and senior mature talents to the maximum extent and realize the "short, flat and fast" of talents from recruitment to use, the unspoken rule of Datian Group Company in the employment mechanism is: "It is better to raise people than to dig people, that is, to recruit at once." So boss Li launched the idea of "Duke Zhou vomits food" (in fact, it may be a gesture of "all rivers run into the sea") and recruited heroes from all walks of life by different means. For example, in order to attract a peripheral talent, the company does not hesitate to give an "iron rice bowl" such as "guaranteed annual salary × 10,000 yuan". If employees don't get enough salary for some reasons (even personal reasons) in the current month, then the company guarantees that even if they make up at the end of the year, they will definitely get enough for you. Although this practice infinitely enlarges the tension of salary and allows peripheral talents to go on without worries, it does not know that it directly hurts the flexibility of salary incentives and makes many speculative "talents" fearless.

In addition, some outstanding graduates recruited by the company have been qualified for promotion and salary increase after two or three years of tempering and growth, and even some excellent graduates should be directly promoted and encouraged. However, companies often turn a blind eye to these highly loyal "local" outstanding employees and think that they are "doing well now, why should they get a raise?" Even if the salary is really raised, it is only a symbolic increase of one or two hundred yuan. In fact, those talents directly recruited by the group from outside are paid much higher.

Finally, some people have no choice but to jump to other enterprises and give them a raise, promotion and heavy responsibilities as soon as they are over. This is a huge talent loss for our company. For example, a subsidiary of the group hired an assistant general manager from outside to take charge of marketing and planning. As a result, after working for four or five months, everyone said that he couldn't do it, and that person left his job sadly, but in less than a month, he immediately became the marketing director of a direct competitor, and his salary was even higher than here.

Comments:

The vast sea of people, where are the talents? Is it true that "everyone else's is a horse and everyone's is a horse"? Datian Group has also made the mistake of "seeking far from the near" more than once in digging people. In fact, it is not only understandable that enterprises attach importance to digging people from outside, but also a manifestation of the company's boss's desire for talents. But the question is, "Why dig? Can we not dig? Dig who? How to dig? Is there a ready-made or trainable "substitute" in the company? " Especially the last two questions, "How to dig?" And "Is there any substitute that can be cultivated and promoted within the company?" It is a problem that every business owner and human resource practitioner must seriously and calmly think about. If the answer is yes, then it is best to actively promote and reuse excellent employees within the company. One is to encourage old employees, and the other is to save the recruitment cost and adaptation cost of talents.

3, employing one track-minded:

Because Datian Group is a typical private enterprise, Mr. Li Can can't avoid the habit of "reusing only those he trusts". But this is slightly better than the simple sense of "cronyism", but it can't reach the realm of "meritocracy". Therefore, I vividly call it "employing one track mind".

A concrete example is that old subordinates who have been loyal to themselves for many years can often be entrusted with important tasks. Even if his ability is really average, then give him a "master" dug from the outside as the vice president, so on the surface, two people are partners, one is the general manager, responsible for overall management, and the other is the vice president, responsible for specific business. In fact, our own people have become "KGB"-style "supervisors", and the dug "vice president" is the "pillar" to do practical things seriously. Once this "vice president" is not sensible and tends to "cover the boss with high political achievements" or even "exceed his authority", he will often be accused by this "supervisor" for reasons and then "empty" to leave.

Such examples are frequently staged in Daejeon Group, and the lessons are quite tragic. For example, a subsidiary of the group has an excellent vice president of marketing and a general manager who doesn't understand marketing, but this general manager is the cousin of boss Li. At first, the general manager was responsible for production and internal management, and the vice president was responsible for marketing and marketing. The two of them live in peace. But later, when the general manager saw that the vice president was "disobedient", he directly directed the marketing work of the regional manager and the branch manager, and even went to the market himself, slowly putting the vice president on the shelf. Later, the vice president resigned angrily and moved to a competitor to be the general manager, who was fully responsible for the market operation. I've done well recently.

Comments:

The biggest harm of the problem of "one-track-minded person" is that the boss artificially distinguishes "left, middle and right" for subordinates. Others have no bad feelings, but they have long known their own density, and they proudly think that "it is better to rest assured by ourselves." In fact, everyone is not stupid. Your boss has given me a "pass, take precautions". Why should I be dead set and loyal to you?

4, mowing:

Since the private enterprise is largely controlled by the boss himself, it is not difficult for you to understand what it means to treat people like dirt.

As the saying goes, "A bird hides its bow, a rabbit dies and a dog cooks". In Datian Group, a highly centralized family-run private enterprise, the appointment and removal of middle and senior cadres is usually decided by the boss, while the ability evaluation of middle and senior cadres is usually decided by the boss. Cadres appointed last month can be dismissed this month without reason (or at least without reasons being announced), and cadres who were dismissed last month can be suddenly reappointed. In particular, the employees who have been dug up "have exhausted their usefulness" and still hold high salaries every day. The boss will always find a reason to fire you, otherwise his heart will be very painful. "Man is a knife, I am a fish", you wait.

If you don't believe me, please see: the company hired the director of the product research institute from outside with an annual salary of several hundred thousand, and developed many products with novel shapes and high quality for the company within one year. However, everyone's energy is limited after all. At the beginning, remarkable results were often achieved by drastic measures, but later they stabilized and the results slowed down. This is the law of nature. But at this time, the company will "someone" start talking to him, saying, "The boss is not satisfied with your current work performance, but considering your contribution to the company, the company decides not to dismiss you, but needs to reduce your salary (note: not a little, it means to drive him away), otherwise it will be bad for others ..." The director is a bloody man and immediately asks. This was an insult to me, so I resigned ... "So I resigned angrily. It was originally within the contract period. Now everyone directly cancels the contract and doesn't pay the other party's salary, which is exactly what boss Li wants-this person has almost used up all his energy and can't continue to spend his salary. Time to go.

Comments:

Many owners of private enterprises like to "play" with the employees of "Old Man Huang Zhu" by "stressing politics". Ask the fairy to come back first, and then squeeze the energy. Finally, there was a pile of residue left, and they began to seek to get rid of it. But he didn't fire you directly, because then these talents wouldn't give up, so he buffered, reduced his salary, transferred his post and demoted him, and asked if you would do it? If you leave in anger, that's exactly what you want; If you continue to bear the burden of humiliation, then he will think of a more "effective" way to punish you, so cycle, joys and sorrows.

5, training is shameful:

"Dig again, light to keep people; Paying more attention to output and neglecting training is a common problem of many private enterprises. Even the human resources director of the group doesn't know how much training funds are allocated every year. This is not surprising, because boss Li may not have planned to make a clear budget first, so as to save you from spending according to this amount.

Of course, the company wants you to contribute all your abilities to well-paid external employees as soon as possible. Then at an appropriate time, I will gradually adjust your position and reduce your salary to see if you are willing to continue. However, if employees propose further training, it is difficult to see other training except the necessary training for technicians such as electricians, turners and assemblers. Because other training is your own learning and promotion, the beneficiary is you, so the company will certainly not care.

Someone asked inexplicably: "If the company gives me training, then my ability will be improved, my contribution to the company will be greater, and my sense of belonging and loyalty to the company will be higher." But why doesn't the company give us training? "The company may answer," Son, if you buy a pigeon at a high price, the first thing you do when you get home is to cut your wings short to prevent it from flying away. "Since we haven't cut your wings, do you still want us to help you lengthen them?"

Enterprises are so realistic.

6. Punish a treasure:

In Daejeon Group, there is also a famous "killing tyrants", that is, the company's punishment for employees is very severe, even to the point of harshness. For example, when a security guard visits the office and sees someone dozing off, he will be fined dozens of dollars. If a department fails to complete the task, the affected department can directly issue a ticket to it. Wait, wait, wait, the most incredible thing is that the department that issues the ticket can also extract up to 30% commission from the penalty amount. Quite a feeling that the traffic police fined several cars before the end of the year and then went home to gain weight for a year. Therefore, whenever such a ticket is issued, the law enforcement side can often reveal a strong "prank-like pleasure."

And the "forbidden zone" of the whole group is impressive. In particular, the expansion of security supervision and punishment of employees' power, the whole face of "Smith", was strongly resented by the majority of employees, and many employees who were punished lamented as if they had returned to the era of "eunuchs in power."

In fact, if it is not so cruel, it is understandable for enterprises to appropriately strengthen negative incentives for employees. But the question is whether such punishment has achieved the real purpose of management? Do you manage for performance or for punishment? Is it for the sake of employing people, or for the sake of treating others?

I often hear people say, "Classic is a good classic, and it has gradually changed its taste." But I don't think it's all the monk's fault. The more real situation is often: "The Confucian classics are really good at first, and then they gradually become yellow books, and even the best monks can't read them well later."

7. Performance is a pot of porridge:

Performance is the last word! But it is difficult to achieve good performance!

In all fairness, the overall operation effect of Datian Group is good, but when it was implemented in the human resources department, Boss Li was not very satisfied. Why? It is mainly a matter of concept. In boss Li's subconscious, he always thinks that all departments that can't directly generate economic benefits can be compressed, and staff compression means a direct decline in wage costs. So the human resources department has been compressed. First, the rank was compressed, and then traced back, so there was a vacuum of human resource management in Datian Group.

Later, under the influence of the national environment, the group made a big industrial adjustment. With this industrial adjustment, some people have adjusted their posts accordingly, and the company has also evacuated some people. Of course, some people left voluntarily. There is news every day, and there are different emotions. Naturally, everyone has his own story.

8. Wages are a mess:

We know that when young people woo their beloved girlfriends, they must have a lot of rhetoric and "wishes" to get it done quickly. By the same token, in order to show the company's attraction to the maximum extent when recruiting people, Daejeon Group has to make a confession on the salary issue that everyone is sensitive to. As a result, the "negotiated salary system" appeared, just like foreign employees. Of course, the final transaction result of this "negotiated salary" is often very high.

At this time, the contradiction appeared: the "graded salary system" of the original employees and the "negotiated salary system" of the external employees, the position and salary, the position and the department, criss-crossed, spectacular. As a result, low-paid cadres and high-paid employees, low-paid former cadres and high-paid external cadres, low-paid old employees and high-paid new employees appeared, and finally a special cross-cutting scene of salary level was formed in Datian Group. It's a mess It's an honor. Finally, the subordinates disobeyed their superiors and said, "My salary is higher than yours, which means that my ability is stronger than yours"; The superior was not convinced by the subordinate and said, "Show off in an ostentatious manner, don't think that the boss dotes on you, so you are embarrassed."

The conclusion is not over yet, and the consequences are very serious:

There is a famous couplet in Beijing Tongrentang Pharmacy: "Although the medicinal materials are expensive, I dare not reduce the dosage. Although the processing is complicated, I dare not save labor." However, Daejeon Group saved the human resources that should not be saved. At least until today, it has no real human resources! And if there is no fundamental change in the future, the consequences will undoubtedly be very serious.

At this point, if we diverge from the lack of human resource management of Datian Group as a typical representative, we can draw the conclusion that "there are few real human resources in private enterprises in China"! It is chilling to think about it. But from ancient times to the present, aren't ancient sages always like this? Zhuge Liang has a clever plan all his life, and he is always ready to "have his own clever plan." Therefore, after his death, no one in Shu can become a climate again, mainly because he is "too broad-minded."

Therefore, in an excellent enterprise, an excellent HR manager will do his best to brush the floor for the boss on the issue of "people", but he can be independent of the boss. Not because the HR manager is a "man", but because the boss is "very open-minded".

Then, how many private enterprises have real human resources in the vast land? How many private companies don't have sex with their bosses alone? How many HR managers are not puppets?

No next meal! Maybe it's time for us to reflect.