How to realize the transformation from traditional human resource management to modern human resource management

With the development of market economy, the word human resource management is more and more familiar to people in enterprise management, and human resource management has attracted more and more attention. Effective human resource management can bring endless vitality and vigor to enterprises.

As we all know, modern human resource management is developed on the basis of traditional labor and personnel management, which can be said to be a new type of labor and personnel management. However, we must not confuse modern human resource management with traditional labor and personnel management, nor simply think that modern human resource management is synonymous with traditional labor and personnel management, and the latter can be easily transformed into the former through simple packaging. How to smoothly realize the transformation from traditional labor and personnel management to modern human resource management is a new problem for an enterprise, especially for an old state-owned enterprise with a history of one hundred years like Kailuan.

First of all, we should know the essential differences between the two, and then start with the differences, directly take the essence of traditional labor and personnel management that can be used for modern human resource management, and innovate it, and finally improve it in practice to meet the needs of modern human resource management. I think this is an effective way to realize the transformation from traditional labor and personnel management to modern human resource management. Let's talk about my views from three aspects.

First, the traditional labor and personnel management takes things as the core, regards people as "tools", requires people to adapt to things, always emphasizes that individuals obey the needs of organizations and undertakings, and considers personal expertise, interests and needs. People are the most dynamic, capable and creative resources of enterprises, and the role of such resources is the key to the survival and development of enterprises. Modern human resource management is to be people-oriented, from the traditional labor and personnel management that inhibits personal interests, from simply cultivating excellent employees for enterprises to encouraging talents and cultivating talents for enterprises, that is, paying attention to human resource development. First, we should respect and care for people, form a humanistic environment, create opportunities for them to develop their talents, and let everyone do their best in a harmonious environment; Second, it is necessary to break all kinds of relationships existing in enterprises in the past, form a fair and just distribution and incentive mechanism, mobilize people's enthusiasm and creativity, create an atmosphere of respecting knowledge and talents, and promote talents to stand out; Third, we should not only let everyone work in the most suitable position, but also make corresponding training plans and career plans according to personal characteristics and work needs. We say that people are the core competitiveness of an enterprise, and only talents have irreplaceable and unrepeatable advantages, but talents cannot be brought alone. We can bring individual management or technical talents, but we can't bring all enterprise talents, and we can't create enterprise value only by individual management or technical talents. Therefore, enterprise talents must be cultivated by themselves. Many foreign-funded enterprises train their employees and plan their career prospects with good intentions. It is for this reason that a large number of talents gather in foreign companies. The attraction of foreign companies is not only high salary, but also the level of human resources development. Kailuan made a good attempt at this point. Carrying out post leader selection training is an important embodiment of implementing the "people-oriented" thought and an effective carrier to strengthen the development and utilization of human resources.

Second, the traditional labor and personnel management focuses on recent or current personnel work, mostly administrative business, such as recruitment, salary and file management. Traditional conservatism can only passively respond to the development and changes of enterprises. The personnel department is only the executive department of the superior, and modern human resource management should be proactive, focusing not only on the solution of specific problems in the near future or at present, but also on the overall development, prediction and planning of human resources, which is strategic and future-oriented. The human resource management department should be at the decision-making level. It should come out from the traditional work mainly engaged in administrative management and affairs, become the staff department for enterprise leaders to implement talent strategy, and play the role of strategic partner, functional expert and change advocate. Strategic partners require human resources management departments to help enterprises improve their ability to implement long-term planning through human management. An enterprise should not only formulate the overall strategy, but also formulate various functional strategies, such as human resources strategy, product strategy and R&D strategy, to ensure and support the implementation of the overall strategy. Among these functional strategies, human resource strategy provides human resource support for other functional strategies, and any strategic decision of an enterprise needs the support and guarantee of human resource strategic decision. Functional experts require the human resource management department to design an effective management process, and complete the operation of various functional modules of human resource management through various straight-line departments. Taking performance appraisal as an example, the performance appraisal of every employee in an enterprise is not something that the human resources department can do, but the manager or supervisor of each straight-line department. The Human Resources Department only puts forward suggestions on the assessment scheme, which will be directly implemented after being discussed and approved by the heads or managers of each line department. After all, no matter how competent the human resources department is, it is not as familiar with all grass-roots employees as their immediate managers. And there are very few people in the human resources department of an enterprise. If everything needs to be carried out by the human resources department, it will be too busy. Finally, the advocates of change demand that the human resource management of enterprises should respect the tradition and history of enterprises, look at the overall situation, actively absorb the successful human resource reform experience of other enterprises, and do a good job in the reform and innovation of the three systems of this enterprise to adapt to the new situation.

Third, the traditional labor and personnel management is mainly manual, with single means and single function, while the modern human resource management should not only undertake the old functions such as human resource deployment and salary design, but also undertake the tasks such as human resource planning, work design, standardizing work flow and coordinating work relationship. From this point of view, the scope and vision of modern human resource management have been greatly expanded compared with the past labor and personnel management. It can be said that the emphasis and emphasis are completely different, which puts forward quite high requirements for the quality of human resource managers, not only having extensive knowledge and mastering professional knowledge of human resource management, but also having considerable experience in enterprise management, and being able to accurately study and grasp policy information and decompose it into measures and methods that can solve problems. Most of the staff in the existing human resources management departments of enterprises are inherent in the traditional labor and personnel departments, and they can't fully meet the requirements in concept and knowledge structure, so it is bound to be difficult to implement modern human resources management. Therefore, improving the comprehensive quality of human resource managers and equipping human resource management professionals are also the requirements for the transformation from traditional labor and personnel management to modern human resource management.