How to quickly occupy a new camp with airborne HR

How can airborne HR quickly occupy a new camp?

How can airborne HR quickly occupy a new camp? It’s not easy to get along with business departments. Let’s learn more about how airborne HR can quickly occupy a new camp. How can airborne HR quickly occupy a new camp 1

1. Preparation before job-hopping:

The job content of HR itself includes company recruitment interviews, how to select people, and how to make judgments Wait, but why do you always hesitate when you want to change jobs, and often jump from a puddle into a fire pit? What is the reason?

Based on the communication and exchanges with some HR executives, it is not difficult to find out that the main reasons are: 1. Overestimating yourself, always thinking that you have read countless people, and will not be mistaken. Deceived by your own feelings and illusions. 2. I am not clear enough about my career positioning and don’t know what I want.

3. There is insufficient research on the selected industry and insufficient analysis of the characteristics and attributes of the industry.

4. Hasty decision, insufficient understanding of the new boss, lack of understanding of the company's corporate culture, and lack of in-depth understanding and analysis of the stages of corporate development, company size, and nature. The above factors are the root cause of various syndromes that occur among many HR executives after changing jobs.

Job-hopping is a very rigorous and responsible choice for a senior manager. It is also a process of risk competition and self-breakthrough. Therefore, as an HR executive, you must make rational choices and conduct multi-dimensional analysis and research before changing jobs.

a. It can be analyzed from the development prospects, sustainability and stability of the industry. b. Increase the number of communication and interviews with the new boss, and refine the new boss’s work style and personality characteristics. C. Use scientific SWOT analysis tools to analyze yourself and analyze what you are good at and what you need to improve.

d. If permitted, you can use some new company document introductions, rules and regulations, corporate culture concepts and other materials to analyze the meaning and meaning behind these systems.

E. Find some employees who are currently working in new companies but are ready to change jobs through some recruitment websites, play other roles to get in touch with them, and directly or indirectly understand the company's development status and business philosophy.

With these sufficient preparations, combined with one's own professionalism and characteristics, one can rationally conduct a comprehensive analysis and judgment on the new company, thereby reducing the risk of job-hopping, improving the probability of survival in the new environment, and ultimately Get enough time to display your professional skills and win the trust of your boss, colleagues, and subordinates.

2. Adaptability to role change:

There are too many cases around us that can illustrate the importance of role positioning. When a headhunter recommends you to a new company During the interview with the boss, because you are not yet their employee, you may be more relaxed at this time and show your best side.

Your perspective on the problem will also be slightly different. Treat yourself as a consultant and express your thoughts and practices. When the boss hears some new terms or new management methods, he will look at you with bright eyes. He always thinks that finding one HR executive can save the entire company. .

When HR executives actually enter a new company, many managers have not changed roles in time. The interview is like falling in love, it is very sweet, but once they enter the company, reality appears. .

A superior-subordinate leadership relationship is created instantly with the boss. What is needed at this time is problem-solving methods and execution capabilities, rather than some related suggestions and discussions.

3. HR should not work alone and get support:

In a company, the top HR managers have the most contact with the boss, because people are the root of all management, which solves the problem of people. problems, other problems will be solved easily.

When dealing with personnel issues, as an HR manager, you must be particularly cautious. Although HR knows what the boss wants, how to communicate with various business departments and gain everyone’s approval and participation is the key to HR managers. A question that requires serious reflection.

When doing human resources projects, HR can never always say that this is a project of the human resources department. It must be said that this is a project of the company.

This is It is the boss’s project, and when designing the plan, managers from all business departments and functional departments must be involved to make the project theirs,

rather than your own. You are just an organizer. , the implementation of specific plans, the assumption of responsibilities and the corresponding benefits are all theirs; otherwise, the stronger you act, the faster you will die, and on the contrary, the boss will be very passive.

HR should never let itself work alone. It should turn everything that human resources has to do into something that the boss and other department managers want to do, want to do, and are willing to do, and for which they must take responsibility. , let them know that the results are also made by them,

rather than by HR. HR is just the driving force behind the scenes, refining their ideas using professional theories and tools, and conducting Just reprocessing and recreating. Doing so makes it easier to build trust between the boss and various departments.

4. Whether the boss really needs a new officer to take office. "Three tips:

One of the most common mistakes that many airborne soldiers make is: walking into a new officer to take office. “Three fire misunderstandings. In the eyes of most paratroopers, when entering a new company, they must perform for the boss in the short term to prove their ability and strength.

In order to achieve results in the short term, some work practices are often adopted It will harm the interests of some of the original employees in the company, and even cause an extremely negative working atmosphere in the company.

Perhaps there may be short-term different performances, and we see some superficial improvements, but we don’t know that there is great dissatisfaction and complaint hidden behind the surface. As the "three fires" of the airborne troops continue to burn and expand, the consequences are mainly reflected in: 1. The company's existing employees have no sense of security.

2. The employee turnover rate continues to increase . 3. Interpersonal relationships continue to become more complicated. 4. There are more and more employees who work in secret.

5. In order to avoid the occurrence of the above problems, should HR executives be parachuted in? You need to reflect on yourself, do you really see the essence of the problem in management?

For the sake of short-term interests, can your working methods really bring new and sustainable development to the enterprise? Can this company really be saved? Does the boss really not see these problems? Do you really need to calm down and think carefully?

What about airborne HR executives? In order to be truly valuable and helpful to the enterprise, first of all, when parachuted into a new company and new environment, you need to immediately understand the company's business operation model and market sales data, and fully grasp the company's business dynamics.

Secondly, quickly sort out the company’s internal personnel structure, employment situation, rules and regulations, working methods, and the needs and suggestions of each department for HR management, fully arrange the interview plan for the heads of each department, and analyze the authenticity of the questions.

With the external cause analysis, communicate and analyze with the employees in the department in a focused manner, find the root cause of the problem, and truly sort out and discover the essence of the problem.

Finally, according to the The company's strategic layout is based on the actual needs and reasonable suggestions of each business department, combined with the professional abilities and working methods of the department's employees to formulate a systematic work plan and completion time.

Effectively communicate with business owners to express their ideas for solving problems, staged work plans and cooperation support.

Constantly identify the core issues that enterprises urgently need to solve from emergencies, personality issues, critical issues, short-term issues, and long-term issues, starting from small issues and multiple details, from breakthrough points to coverage A series of bits and pieces.

In short, as an airborne HR executive, you must think rationally and solve problems artistically.

5. Trust is based on performance:

Many HR executives are full of confidence when they enter a new company. However, as time goes by, they have little confidence in the company’s internal management. After having a full understanding and understanding of , interpersonal relationships, and development stages, I found that I had completely different perceptions before and after entering.

When problems arise that are difficult to solve, difficult to communicate, goals difficult to achieve in the short term, etc., some HR executives may feel regretful and complain.

I believe that my boss did not conduct candid interviews and communication, and created a huge pie for myself that was difficult to achieve. Due to the occurrence of the above problems, HR executives have become suspicious of their bosses.

The enthusiasm for work has plummeted, and the efficiency has dropped significantly, so that many jobs are not up to standard, and the boss will instantly look at his own performance with suspicion. At work, there is less sincerity and more doubt between each other, so it is difficult to generate a sense of trust and support from both parties.

No matter what the business owner is, first of all, HR executives must change their thinking and adjust their working methods. Whenever we encounter similar problems, we might as well ask ourselves first, what can I do to make myself better? Boss, the boss of the company trust?

What can you do to prove yourself? What are the prerequisites for trust? What is management? In short, management is to simplify complex things and standardize and process chaotic things.

Those who manage things, manage the right things, and straighten out the structure. How to create performance in a new company in the short term. This performance can be specifically broken down into five aspects: people, sales, production, research and finance; how to recruit talents that meet the stage of the company?

How to help the sales output of the marketing department?

How to cooperate with the production department to improve production capacity and quality control? How to control labor costs and optimize costs? With these issues sorted out, HR executives as paratroopers must use their professional knowledge and adjust the focus and stage work goals based on the actual operating conditions of the company.

The survival of the airborne troops not only depends on a company's system and culture, but also depends to a large extent on the professional knowledge and rapid adaptability of the airborne troops themselves.

Achievements are regardless of size, they only differ in importance and value contribution. Although where to airborne is very important, how to make the airborne land safely and establish a guarantee to support the airborne landing is particularly important.

The above are some of my suggestions on how airborne HR executives can find survival and development in an unfamiliar environment.

As the competition in the market economy continues to intensify, companies In the final analysis, the competition between companies is still the competition of talents. As a talent, whether you are ready to be airborne, the answer is YES or NO, completely depends on your inner cognitive drive and self-confidence. How does airborne HR quickly occupy a new camp 2

The story of the fame of airborne HR

Statistics show that the workplace survival rate of airborne troops is only 10, which is a sad result. Try your best. In this way, there are still successful cases. Now I would like to share with you a case of "airborne" HR becoming famous.

1. When I first arrived, I encountered enemies from both sides.

Ms. W. She had been working as the HR director in her current company for two years, and everything was going smoothly. However, when she landed at the company, she was faced with challenges from both sides.

The first thing she encountered was the trust of her colleagues. provocative.

Some of the old employees did not recognize her as a newly promoted HR manager, while other colleagues regarded her as a new supervisor sent by the boss and were resistant to her. This limited her ability to do things.

How to solve these two major crises and successfully gain a foothold in the new company? It became the biggest challenge faced by Ms. W.

2. Find a "good weapon" to turn disaster into good fortune

After careful consideration, Ms. W found that the most effective method at present is to use proper tools. Solve QQ and MSN incidents to gain internal recognition within the company.

At the same time, imo has eliminated the entertainment functions of QQ and MSN, and all functions are mainly communication and collaborative working. In this way, the boss no longer needs to worry about employees’ private chats affecting work efficiency.

Secondly, what surprised Ms. W even more is that imo is more suitable for work communication than QQ and MSN.

For example, for Ms. W, she can use imo’s electronic notification and electronic text message functions to allow company notifications to be transferred to everyone in a timely and immediate manner, and there will no longer be the problem of failure to report. For employees, imo's remote assistance, video conferencing and other functions allow company employees to provide work assistance and communication across regions.

Finally, and what impresses Ms. W the most about imo, imo is completely free.

Not only that, Ms. W also discovered that even if she does not have professional IT knowledge, she can use imo to build the company's own similar platform within 5 minutes. There is no need to worry about the IT department because there is no need to deploy services. Professional skills such as instrument operation.

3. Become famous in one battle, airborne HR is recognized

After getting to know imo, Ms. W specially recommended and demonstrated imo to her boss while responding to the employees’ demands. The boss praised her Highly appreciate the program and service attitude.

By using imo, the company’s employees also began to accept and recognize Ms. W’s methods when working and communicating became more convenient. In this way, Ms. W not only successfully dealt with the two major challenges, but also achieved the result of becoming famous in one battle.

In subsequent work, he successfully became the company’s HR director.