How does human resource management go from behind the scenes to the front?

Although human resources have gradually changed from the traditional personnel management mode and changed its name, its situation is still very embarrassing, mainly in the following aspects:

1, marginalized and ignored

Since HR does not generate direct profits, it naturally belongs to the position of behind-the-scenes workers in the boss's mind. The boss's emphasis on marketing, production and research and development can be seen. Most of the company's resources are given to these departments, and the boss would rather spend tens of millions to develop a new product than spend 100 thousand to train employees. Why? The developed products are tangible. What about training? The money has been spent, what is the effect? Nobody knows. Many private business owners often like to hire people with low price requirements. It's your job to get them, but if you can't get them, say you can't. Every time the company holds a general manager's office meeting and the human resources make a report, the boss is basically dozing off. When it comes to profits and sales of sales and financial reports, the boss's eyes are green.

2. Sandwich biscuits between the boss and employees

Functionally speaking, HR should be the backbone of employees, should provide a platform for the development of employees, should be a strategic partner of the company, and should provide strategic decision support for the company. But there are contradictions between the two. For example, in the current financial crisis and economic downturn, from the strategic point of view of the company, it should lay off employees. On the other hand, employees certainly don't want the company to lay him off. What should HR do? What should HR do when encountering some bosses who have no legal awareness and even refuse to pay redundancy compensation?

3.HR is easy to go to two extremes.

At one extreme, HR regards itself purely as a service department, doing its duty for all departments and becoming a handyman in the business department.

At the other extreme, human resources like to think of themselves as a bureaucracy. You must apply for a transfer. You're begging me to do something. If you treat me badly, or give me some benefits, I won't help you. You must become a full member. I don't like you, so I won't give you a full job.

It is precisely because of these embarrassing situations that countless HR practitioners and experts and scholars are studying how human resources can change this embarrassing situation. The author believes that in order for HR to walk from behind the scenes to the stage, the following work needs to be done.

1) Reduce the time of HR basic work.

Most HR is always immersed in the work of things and can't pull it out. Things can't bring more value to the company, but can only make HR worthy of the name? Logistics department? .

There are generally two ways to solve this problem. One is outsourcing. Now many companies outsource HR transactional work, such as recruitment, such as employees buying social security and so on. The advantage of this is that another way is to establish an enterprise human resources electronic information system, which can quickly handle all kinds of transactional work and greatly improve work efficiency.

2) Do what the boss cares about.

The value point that the boss cares about is there. Through the analysis of the whole value chain, you will find that the following parts are most likely to arouse the boss's interest: the construction of the company's process system, the improvement of the system, the streamlining of the organizational structure, and the efficiency and effectiveness of employees. Once these core points are determined, it is necessary to focus on developing and perfecting the points and aspects that these bosses care about.

3) Infiltrate into business departments

Business departments often say that we HR don't understand business and always like to tell us what to do. This is really not groundless. We HR really need to be familiar with business knowledge and understand the basic operation of the business department. Only by knowing ourselves and ourselves can we win every battle in management. It will really convince the business department.

4) Transforming human resources into human capital.

In our view, manpower has always been regarded as a liability, because you have to pay him, and the wages paid by the company to employees and other investments made are called labor costs. We need to change this view. Not only the labor cost, but also the human capital. People can create value. Although the value of his production is intangible, invisible and intangible, we can't ignore the existence of human capital.

The effective way to transform human resources into human capital is to transform human capital from intangible to tangible, and we will evaluate the value of human capital. The application of Economic Value Added (EVA) in human resource management is still in its infancy in China. When calculating EVA, the cost of recruiting, improving and retaining key employees is capitalized and amortized during the period when employees can exert their expected productivity.

Human resource investment management should take the optimization of economic added value created by employees as the standard. That is, based on the economic added value, managers are rewarded for their contribution to improving the economic added value, so as to ensure that the company's existing human resources are fully utilized and developed. In this way, the economic added value organically combines employment, improving investment in human resources and using the value created by human resources.

5) Become the tractor of the company's corporate culture.

When it comes to corporate culture, many HR may find this thing very empty. Generally, the corporate culture of HR is to copy the systems, slogans and slogans of advanced companies. If you pay attention to observation, you will find that the core values of 80% companies are innovation, dedication and people-oriented. When these things are written, they will be realized. There is a private enterprise in Shenzhen that also advocates people-oriented. But did you really do it? No, the boss is too bureaucratic and the management is too rigid. Once the boss wanted to transfer an employee to another branch, but the employee could not accept the assignment because of family reasons. In fact, it is also possible to arrange another employee to go normally. The boss insisted on arranging the employee to leave, but the employee had no choice but to resign. The boss even said that if I told you to go, you had to go. This is an order and must be carried out. As for the resignation report, three words: no approval. Is this people-oriented?

How does corporate culture change it from imperative to pragmatic? It should be pushed from three levels, one is the institutional level. Establish perfect rules and regulations, such as every time I see jeans or hairstyles at the elevator entrance, I can be sure that this is not an employee of our company. Because all employees in our company wear formal clothes to work, and their hairstyles are in line with professional norms.

The second level is the spiritual and cultural level. Is the company in good spirits? For example, there are many young people in IT enterprises, and it is necessary to create a dynamic and passionate corporate culture, such as arranging fixed sports venues every week. Organize an outdoor trip or something.

The third level is the enterprise's values. This sounds hollow, but once the value concept is formed, it can bring unexpected gains to the enterprise. Harvard once invited Zhang Ruimin to give a speech, but Zhang Ruimin didn't talk about any advanced management methods. I only talked about one theme, that is, Haier culture has activated Hucho. The success of Haier's merger and reorganization benefits from its excellent corporate culture. The core value of China Petroleum is dedication, and employees of China Petroleum generally work hard. All employees recruited from schools have to go to the grassroots to exercise with grassroots employees for three months or even half a year, which is the essence extracted after decades.

Since the birth of the first oil field in China, with the painstaking efforts and sweat of countless China oil people, Iron Man Wang Jinxi organized the whole team to use it in the Daqing oil battle? People pull their shoulders? How to carry and install the drilling rig? Bucket at the bottom of the pot? The method of transporting water to protect the drill, regardless of the leg injury, jumps into the mud pool and uses the body to stir the mud to suppress the blowout. This dedication has not only become the core value of China Petroleum, but also the inheritor and practitioner of China's traditional national spirit.

If HR wants to walk from behind the scenes to the stage, it is by no means a step away. The environment of each company and the management style of enterprise leaders will have an impact on the role change of HR, so we should sum up more and explore more in practice.