Four Trends in HR Governance and Strategic Transformation

Drucker thought: ? The so-called corporate governance is the ultimate human governance; human governance is synonymous with corporate governance.? Physical capital and funds are the core of enterprise operation in the industrial economic era. With the continuous progress of labor complexity in human society, the role of human capital is becoming more and more obvious, and human resource governance is also from scratch, and its position in enterprise governance is becoming more and more prominent. The human resource governance of many large foreign enterprises is the responsibility of senior management staff at the vice president level, reporting directly to the general manager. since the 1990s, mainly due to the tremendous progress of information technology, the specific mode of human resource governance has seen some new development trends.

Trend one: the full penetration of information technology

Information technology is constantly penetrating into every aspect of corporate governance, human resources governance is no exception. Information technology can greatly improve the efficiency of human resources management activities in the transactional work, so that the human part of the work focused on more important matters to go.

Information dissemination

Information technology enables enterprises to release information with high efficiency and low cost. For example, many companies have adopted the "inbound and outbound" approach. The first inward and then outward? The first thing you need to do is to get the information out on the Internet, and then decide whether or not you want to go out and recruit, based on the inertia of the applicants. For larger companies, if there is no network, it is very inconvenient to publicize the information to the employees who are distributed all over the country or even all over the world. Then again, such as the release of the company's governance rules, the previous approach is to send each employee a compilation of the system, the high cost and can not reflect the dynamic information; today, as long as the construction of a few web pages on the intranet can be.

Payroll Governance

Due to the expanding scope of business and the popularity of work at home, employees are increasingly decentralized. In the United States, 40 million people already work from home. This has given rise to a number of new issues. For example, employee payroll, if the enterprise in Beijing and Shanghai, Guangzhou, three cities have branches, the traditional practice is to set up an organization in each of the three places is responsible for the local payroll management, high cost and low efficiency. After establishing a network service relationship with the bank, like GE China, a person can complete the calculation and payment of wages for more than 2,000 employees in the country, and the progress of the efficiency is not known.

? The training revolution?

A lot of training can be done through the network, without renting space, hiring teachers, printing materials, preparing equipment, or paying for travel, food and accommodation for field staff. Save a sizable number of training costs. At the same time, the traditional training methods due to the trainee staff to leave the workplace for a period of time, may therefore lose some trade opportunities, this opportunity cost is sometimes very high. According to the data of the Department of Human Resources of Beida Fangjun, network training can save about 60% of the expenses compared with the traditional way of teaching. For multinational corporations, network training efficiency is more prominent, Microsoft, Cisco, Motorola and other giants will move the staff training courses to the enterprise pieces of the LAN.

In human resource governance, the most profound consequence of the extensive use of information technology is the construction of a transparent, fast, and low-cost interaction pathway between human resource governors and employees, which is an essential element of any successful governance, still taking Beifang as an example.

Example 1: Founder's Employee Work Planner Developing a business goal book is a mandatory monthly assignment for Founder's employees. Employees in the work plan book to make clear what to do in a certain period of time, to achieve what kind of standards, to complete this thing need what part of the cooperation and so on. Superior managers review the goal book, feedback to the staff, and so repeated several times the ultimate upper and lower levels in the two sides recognized the goal book signed, forming a specific performance assessment standards. If this process uses traditional communication methods such as face-to-face interviews, it will take up a lot of time and energy. Through E-mail, you can have one-to-one or one-to-several bi-directional meetings at anytime, anywhere, and the efficiency is greatly improved.

Example two, employee satisfaction survey Founder's half-yearly employee satisfaction survey is also implemented through the company's intranet. Do not have to leave your name, do not have to face the recovery of the answer sheet, can maximize the objective reflection of the real ideas of employees. The results are processed by the Human Resources Governance Department, published on the company's intranet and discussed at high-level meetings to guide the next step in the work of human resources management.

Trend 2: Human Resource Management Specialization

In many Chinese enterprises, especially small and medium-sized managers of the impression that the Ministry of Human Resources is no professional to speak of, nothing more than payroll, attendance and so on. Therefore, in their mouths appear? If you do not do well again to the Ministry of Human Resources to? Such words are not surprising. The external reason for this misperception is that China's higher education system has not yet established a mature system of human resources management education sequence, China's governance consulting industry is still in the early stages of development, of course, the most fundamental reason is that the Chinese enterprises themselves are determined by the stage of development of the human resources management of the European and American enterprises compared to the human resources management of the Chinese enterprises are still in the initial stage. In particular, the size of the enterprise on the professional degree of human resources governance requirements vary greatly, small enterprises can cope with the empirical governance, but in large and even multinational corporations in the governance of the empirical governance has been impossible to competent. China's current small and medium-sized enterprises account for the majority, so it is easy to understand the familiar deviation of human resources governance.

A human resources manager should have qualified human resources management expertise, as well as good IQ and EQ. The specific knowledge required to complete the enterprise human resources management is:

A, human resources management expertise

The basic functions of human resources management are:

1, combined with the overall development plan of the enterprise, based on full communication with the business part, the basic function of human resources management is: 1. Business part of the full communication based on the design of manpower medium and long-term planning. 2, design job descriptions. 3, and business part of the design and implementation of the recruitment program. 4, the new staff counseling, so that they are familiar with the company's organizational culture and part of the business. 5, the design of a fair salary, the implementation of effective incentives. 6, the design and implementation of training programs. Completion of these functions requires different human resources management expertise, such as recruitment psychological testing techniques have been abused trend, psychological testing techniques (Wechsler Adult Intelligence Scale, MMPI personality test, Rorschah Test, ink projection analysis, etc.) the correct use of a strong professional requirements; and then the incentive system design of the option program design, if the human resources managers of the option If the human resources manager of the options involved in the financial securities knowledge is not a relatively full understanding, it is difficult to design an excellent option program.

B, peripheral knowledge

Other peripheral knowledge closely related to human resources management and information processing technology, labor laws and regulations. Professional content only in the peripheral knowledge support, can play a role, such as performance appraisal program design, salary design requires human part of the labor laws and regulations, the labor market, as well as the financial situation of the industry have a full grasp of the conclusion can not be arbitrary. This is especially true for large companies with a large number of employees, which can unleash the whole body. Specialized knowledge reflects the HR manager's ? Intelligence Quotient (IQ), modern governance theory suggests that non-intellectual qualities are equally important in successful governance, which is also known as Emotional Quotient (EQ). The term EQ was coined in 1991 by Yale University psychologist Peter Serravi and New Hampshire psychologist Peter K. K. K. Kelley, who were both psychologists at the University of New Hampshire. Seravy and the University of New Hampshire's Joan? Meyer. But as a concept, ? non-intellectual factors? concept was first introduced in 1935 by the American psychologist Alexander. Inspired by Alexander, American psychologist Wanksler in 1943 proposed ? Non-intellectual factors in intelligence? concept, and in 1950 Wexler published the article "Cognitive, Desired, and Non-Intellectual Intelligence", which is generally regarded by the psychological community as the symbol of the formal birth of the concept of non-intellectual factors.In 1983, the American Harvard psychologist H?Gardner proposed the theory of diversified intelligence, which expresses the doctrine of emotional intelligence in a different way. But putting ? emotional intelligence? The work of marketizing the concept and making it a popular term was done by D? Gorman, a science columnist of the American New York Times and a doctor of psychology. In his book Emotional Intelligence, he outlined the ? Emotional Intelligence? s five aspects: first, familiar with their own emotions; second, control emotions; third, self-motivation, the ability to constantly set goals for themselves and work consistently; fourth, cognizant of the emotions of others. Goleman thought that people's psychological structure is similar, so individuals are able to simulate the feelings of others, of course, this ability varies between individuals. Fifth, interpersonal governance.