The road of human resource management is long and arduous.

The original text comes from my personal website: http://www.roytea.icoc.cc/.

First, the lack of inside information.

Before 20 10, most companies named the human resources department as "administrative personnel department" or "personnel administration department". The orientation of the work is mostly logistics and chores. Most things related to human resources are also in recruitment. People who work in human resources are basically "smart-looking" people who have not received systematic training or counseling.

After 20 10, everyone scrambled to rename the "personnel administration department" with only three or five people as "human resources department", but the work in these five or six years has basically not changed substantially.

When we go to the human resources summit forum, human resources professional training and other related activities, it is not difficult to find that the overall quality of practitioners in this industry needs to be strengthened, and they cannot set an example in behavior and thinking. How dare the person in charge of the enterprise hand over things related to the long-term direction of the company and even the construction of corporate culture to such a group of people?

Lack of inside information is the biggest challenge facing the whole human resources industry. It's like building a tall building on a swamp. It is not impossible, but it is very difficult, costly and has little effect.

Second, the driving factors are unknown.

There is a driving factor for everything. Just as the driving factors of business are market share and financial return, sense of honor, etc. The driving factors of production are efficient and quick response to actual input and quick return. Career development path, the driving factor of human resources practitioners is the most difficult to describe. If it's about money, right? The treatment of human resources practitioners is medium in enterprises. If it's for honor, right? They are often bossed around by colleagues in other departments. On the one hand, this situation is caused by enterprises, on the other hand, it is caused by the shortage of personnel in the whole industry, which makes human resources practitioners unable to do what they should do well, and companies dare not give them important work. Because of this, there are many human resources practitioners, but few of them persist in doing it for a long time, and even fewer have made unique achievements.

In fact, the driving factor of human resources workers should be the mission of human resources practitioners. They should lead the transformation and cultural shaping of enterprises, start with organizational management and value expansion, make the internal environment of enterprises a benign ecological chain, and create their own sense of honor in the big environment.

Maslow's hierarchy of needs theory shows that people with a sense of mission will not care too much about some needs at the bottom. How far an enterprise or human resources organization can go and how much value it can create depends on what level the leaders and human resources practitioners of an enterprise position their first goal.

Third, this is the worst time and the best time.

The whole market is not good, which is a disaster for the bad, and I don't know when it will end; But for human resources practitioners, they should be happy. The connotation and value of the whole industry are not high. With a little effort, we can surpass it and get the effect that other industries need to work hard to get.

At present, there are more and more human resource workers who specialize in human resource management or have been trained by human resource managers, but unfortunately, their knowledge has not been transformed into skills and has not evolved through talent and practice. In the field of knowledge value, you can only get 20 points. If it is converted into a skill, it can be upgraded to 50 points. After a little thinking and evolution, it can basically reach 70 points. For the older generation of human resources practitioners, they have accumulated skills and knowledge in administration and logistics during their working experience of 10 years, but the previous accumulated experience in human resources management is outdated and powerless under the change of the overall environment. Therefore, if the younger generation is more thoughtful and willing to practice and communicate with others, it is just around the corner to stand out.

Fourth, the source of the challenge.

Many enterprises still regard human resource management as recruiting people. The misunderstanding of human resources industry is the whole industry, even the whole Greater China region. It is not easy to eliminate others' misunderstanding of themselves, just as people always think that domestic service is to help people cook, pick up children and clean up. If our domestic service personnel have the ability to provide financial advice, children's class counseling and supplementary education, knowledge sharing, and even help them become housekeepers, the status and value of domestic service in the family will change. Misunderstanding comes from our intuition and habits about things. Therefore, human resources practitioners should start from the details, do well what human resources workers should do, and let colleagues, managers and enterprises slowly change their misunderstandings about themselves and the whole industry. In the short term, this is the source of challenges faced by human resources practitioners. If we don't break through this point, human resources workers are bitter and tired, and they are all personnel and recruiting people in everyone's thinking habits.

I will develop a series of courses on how to do a good job in human resources, so I won't elaborate here.

Five, the road is long, Xiu Yuan Xi, appropriate on appropriate.

The best way to learn is to make friends with capable people. Look at the people around you, and you will decide your pattern. If everyone around you is mediocre, what can you do if you stand out from the crowd now? External changes occur at any time, and your status and sense of superiority change at any time. So, make friends with people who have made achievements in the industry, or even become your colleagues, and understand how he thinks, grows, uses tools, builds networks, works and even lives.

The simplest starting point of human resources is to make use of human advantages and avoid human defects. It would be the biggest joke if human resources workers themselves can't find this root, but in fact, human resources practitioners repeat such things every day.

The following is my experience in these years for your reference:

1. If you want to recruit someone with advantages to be your colleague, it's better to be short than extravagant.

When recruiting or selecting subordinates, we should look at their potential, and if their potential is poor, help them change their careers or jobs.

3. Communicate with people who have made achievements in the industry, instead of just reading his published works.

4. Establish or join a high learning circle, and don't associate with people who only talk about life and only complain.