How to be an excellent human resource manager

First of all, we must master the work content and corresponding requirements of the department, rationally allocate the positions of the department personnel, and mobilize the enthusiasm of the personnel.

Secondly, when encountering problems, analyze them in two levels, and think about them when encountering problems. To determine the problem, we must deal with it from the standpoint of fairness, justice and principle, and control the "temper" according to the size, inevitability and contingency of the problem.

Finally, it is necessary to cultivate team cohesion, so that the department staff think that the manager is the "parent officer" of the department, and believe that they will mediate and handle problems fairly and reasonably, so that everyone can trust them.

It is not enough to be a good manager. More importantly, managers should constantly improve themselves and change themselves through learning to meet the needs of development.

No matter in the HR forum or in the real communication with HR, the most frequently asked question by HR is: How can I manage human resources well?

This may be an eternal topic. There is no standard answer to this question, and even a world-class management master may not be able to give a standard answer.

Many times, many HR expect to do a good job in human resource management with the help of several professional human resource management books or the so-called high-quality human resource plan downloaded from the Internet. This quick method can never really understand the true meaning of human resources.

This is an information age, and it is also an era full of various theories and masters. Whenever you open your email, you can receive master XXX's human resources course. Which ones apply and which ones don't? We lacked analysis and identification, accepted all of them, and finally found that it was effective in the East.

Mr. Drucker, the real management master, told us very early that management is a kind of practice, and its essence lies in' behavior' rather than' knowledge'; Its verification lies not in logic, but in the result; Its only authority is achievement.

The same is true of human resources, and all standards for testing the quality of human resources management are the result of practice. Because of management consulting, I can contact different enterprises and encounter all kinds of complicated problems. While solving these problems, the author finds that what most HR lacks in human resource management is not skills, but a breakthrough in thinking mode. The following five aspects of HR are often easily overlooked, and these five aspects are exactly the most needed thinking mode for human resource management.

First of all, find out the root causes of human resource management problems: first, why, and then how.

As long as they have been in the consulting field for some years, their thinking mode is mostly why first and then how, while HR of enterprises mostly like to think directly with how.

For example, for example, employee turnover, HR of enterprises will mostly consider how to retain talents and how to recruit talents. Then think about ways to retain talents. Recruitment and interview skills and so on. The consultant's first reaction is why employees are losing. If it is because there is no development prospect, it will optimize the career development channels. If it is because the salary is too low, it will enhance the competitiveness of the salary. Only by figuring out why first can we do HOW better.

I don't want to deliberately belittle the HR of the enterprise here, because most of the thinking modes are formed in the enterprise environment. I have also worked as HR in the enterprise for many years. The bosses of many enterprises are mostly business-oriented, and don't take human resources as an important position at all, so you can do whatever you want. Over time, HR has formed a mindset: What can I do to satisfy my boss?

So I formed a very bad habit. Everything revolves around the boss. Everything is to please the boss and concentrate on my work. The boss said he wanted to recruit five technicians quickly, so he kept posting recruitment information everywhere. In fact, he wouldn't even consider it. Does the company really need to recruit five technicians? Perhaps according to the analysis of personnel profit ratio, there is no need to recruit five, two is enough. Doesn't this save the company a lot of costs?

Second, two magic weapons to get high-level support: data+logic

As a human resource manager, a lot of work needs the cooperation of various departments to be completed smoothly, and the cooperation of various departments depends on the support of senior management.

Most HR jobs have failed, mainly because of the lack of high-level support. In fact, it's not that HR doesn't want to get the support from the top, but that it doesn't know how to get the support from the top. It's unconvincing and impossible to get the support from the top with a human resources plan.

A few years ago, on my first day in the consulting industry, my boss asked me, "Do you know how to convince customers of your plan?" Without much thought, I replied directly: "professional knowledge." The boss smiled. "But there are also many clients whose human resources directors have worked for 20 or even 30 years, and their professional knowledge is not worse than ours." I was speechless and couldn't answer. The boss then told me, "Your plan has no other way to convince customers, only two magic weapons: data and logic."

In my later consulting career, I really proved this point. Many clients' senior managers, human resources directors and general managers have more professional knowledge and work experience than I do. Why should we convince our customers of our plan? Data and logic are really two powerful magic weapons.

Let's talk about the data first. Data is the most lethal because it is an objective fact. For example, now you have to make a salary adjustment plan for all employees and take it to the boss. The boss will definitely ask, why do you want to adjust your salary? Isn't this increasing the cost for the company? You are extremely unconfident to say that many employees feel that their wages are low. The boss then asks you, I don't think so. I can't talk for a long time. I had to leave the boss's office voluntarily.

If we communicate with the boss in another way, you tell the boss that the salary needs to be adjusted now, and the boss asks you why? You said that according to my investigation, the staff turnover rate in the last six months was as high as 15%. We interviewed the employees who left their jobs and found that 80% of these employees thought that the company's salary was not competitive. At the same time, I also inquired about the salary level of HR companies of our size in the market. A * * * inquired about 10 companies, and our company's salary level ranked eighth among these 10 companies. So I think the salary level of our company needs to be adjusted. The boss nodded, which makes sense. How do you think the salary of our company should be adjusted? Then you come up with a salary adjustment plan and tell the boss that I have made two salary adjustment plans, one is a positive salary adjustment strategy and the other is a steady salary adjustment strategy. The total cost of salary increase is here, please have a look. When the boss saw such detailed data and plans, he was happy from ear to ear. That's great. I'll give you the answer after reading it.

This is the power of data. Usually, bosses and senior managers like employees who speak with data. Chairman Mao's old man also said that without investigation, there would be no right to speak. How can you convince others if you don't come up with some data? Of course, we must ensure the authenticity of our data.

Let's talk about logic first. Many people know the word logical ability, but how to use it has not been deeply understood. Logical ability is a kind of reasoning and deductive ability. For example, the enthusiasm of employees in the company is generally not high recently, which is manifested in punching in after work, and the assigned work generally likes to drag on. If the boss asks you what caused this, you may say that people feel that their salary is low and they are not motivated. But this logic is not rigorous. Will the employee turnover rate be high if the salary is low? Not necessarily. For example, after 90, if you don't worry about food and clothing, you will pay more attention to the company's cultural atmosphere. On the contrary, salary may not be the most concerned for the time being.

The best test of logic is to ask more why. But why must the answer be based on facts? Not making it up.

Third, steadily promote human resources work: instead of pursuing perfection excessively, it is better to make a little progress every day.

I know that HR in many enterprises, including many bosses, like to pursue perfection in human resource management, but perfection often kills people.

For example, some human resources reform projects may be difficult to move if they are considered too perfectly. Only on the basis of imperfection, can we have a place in the market by running in small steps.

Just like China's reform and opening up, Comrade Xiaoping also said that we should cross the river by feeling the stones. If his old man had pursued excessive perfectionism, it is estimated that the reform and opening up would have been postponed for many years.

I appreciate the boss of a private enterprise in Guangzhou. He is an old customer of our company. He took part in a salary system project a few years ago. The company has developed rapidly in recent years and needs to do a career planning project. In the communication, he told us that his requirements are not high, as long as his employees and his company make progress every year, he will be satisfied, and so will the human resources project. He expects every project to be satisfied with a small promotion. He does not advocate that one project can cure all diseases and solve all kinds of problems. It is enough for a project to solve one or several problems in combination with the actual situation of the enterprise. It is this idea of taking a small step every year that makes this company take a big step in a few years. A few years ago, the company had only 200 to 300 employees, and its annual turnover was only 20 to 30 million. Now the number of people is nearly a thousand, and the turnover is as high as hundreds of millions.

Many customers always like consulting companies to make the solutions as perfect as possible, but the perfect consulting solutions are often like embroidered pillows, which look useless. A perfect consulting scheme also needs a matching mechanism to ensure its implementation. When the conditions do not reach the level of the most perfect scheme, we only need to formulate some schemes that look less perfect in combination with the actual situation.

Fourth, to save the plight of human resources: make the best use of the situation

Because of consulting, I often attend various project kick-off meetings. At the project kick-off meeting, the senior management of the consulting company and the client company must attend. There may be many people who don't understand why we have to make such a big scene and think that our consulting company is vain and likes to talk about ostentation and extravagance.

Actually, it's not. Doing such a big move is nothing more than promoting the project. Especially consulting projects, if you don't pay attention to hundreds of thousands of projects, the effect will definitely be greatly reduced. However, if high-level officials attend the kick-off meeting, especially the customer's boss, say a few words to show that they pay special attention to this project. The next project will be much smoother. Because the management knows that this is a project that the boss attaches importance to and must fully cooperate and support it.

Creativity is a science. If used properly, you will get twice the result with half the effort. During the financial crisis of an enterprise, the company's benefit was not good, and the boss was worried about the bonus and was caught in a dilemma: if he got rich, the company's benefit was not good; No hair, employees are emotional. Finally, this HRD thought of a trick: creating momentum.

Soon, the company was rumored to lay off employees, so employees rushed to tell each other that the company was going to lay off employees. As the news spread, the whole company fell into a panic. At this time, the boss spoke out and assured the employees that there would be no layoffs. Even if the company's operating efficiency is not good and it encounters difficulties, it will not lay off an employee, as long as all employees are United and Qi Xin works together. When the employees heard the boss's assurance, they were all grateful and never mentioned the bonus again.

5. Clarify the logic behind the tools: Don't be superstitious about human resource management tools.

Human resource management is a science and an art. Since it is a science, there must be laws to follow, and the implementation of laws is a tool. Therefore, the importance of human resource management tools to human resource managers is self-evident.

However, human resource management is an art, and art means that human resource management is not static, but needs flexible application.

Many HR believe in tools, which is true. However, tools are a double-edged sword. If used properly, it can greatly improve the efficiency of enterprise human resource management, if used improperly, it will make human resource management fall into a misunderstanding.

For example, for example, competency model, I believe that people who have done human resources have heard of it, or have done the construction of enterprise competency model, but the effect is always very unsatisfactory. Why? Because many people will learn from the competency in foreign competency model dictionaries when building competency models. However, foreign and domestic language habits are different. Many awkward words are incomprehensible to local enterprises, and even some terms are completely different concepts at home and abroad. This is the fundamental reason why many enterprises have failed to establish capability models.

If we internalize the competency model tools (mainly competency dictionary) into the enterprise instead of copying them, I believe the implementation of the competency model in the enterprise will be much smoother.

In the future, the bottleneck of HR transformation and upgrading lies in thinking rather than skills. The above five aspects are in-depth analysis of how to do a good job in human resource management from the way of thinking. I believe that after the change of HR thinking mode, the work of human resource management will definitely be in by going up one flight of stairs.