What is the dilemma of traditional human resources?

HR is out of touch with the business system.

Traditional human resource managers can be described as "turning a deaf ear to things outside the window and reading sage books wholeheartedly". Imagine a scene where the human resources manager is sitting in the office of the headquarters building, busy discussing and formulating the personnel appraisal policy of the business department. But in the view of the business department that implements the policy, HR doesn't understand the business at all. Their policies are based on past experience rather than future development needs, so they are not practical, and no matter how hard they try, they will add chaos.

When thinking about mechanisms, formulating policies or establishing processes, HR usually falls into its own professional deep well and applies tools and methodologies to the extreme, but it is easy to ignore whether the output results match the needs of business departments. Even if the traditional human resource management enters the strategic human resource management stage, it only shifts from the traditional aspects of recruitment, training and performance to the strategic and cultural level, and the core human resource policy-making process is still put forward from its own professional perspective. If anything, it is that the policies of the human resources department are linked to the strategy, so they are more authoritative and mandatory, while the business departments still think that the policies lack understanding and flexibility of the business when they are implemented.

Guo Jia Human Resources Department regards strategy as a mirror. In front of the mirror of strategy, HR usually makes suggestions to the business from its own professional perspective, which seems reasonable, but it is still difficult to get rid of the problem that HR is out of touch with the business system. When people look at human resource management from outside to inside, strategy is not only a mirror, but also a window. Through the strategy window, you can see the "customers" of HR, especially the employee managers of business departments. This is a conceptual subversion, and HR should actually see the business through the window. HR should reshape human resource management according to the business, ensure that HR's ability matches the business needs, and ensure that the work done by HR is consistent with the business structure.

HR is trapped in transactional work and is inefficient.

The hiring manager will spend 40% of his time on who he wants to recruit and 60% on administrative affairs. Tencent made a statistic on the job content of hiring managers a few years ago. The greatest value of a hiring manager is to find someone, communicate with the employing department and find attractive ways and means. But we found that the hiring manager put less than 50% of his energy into these things that give full play to the maximum value. Where's his other energy? They are all devoted to things that have little to do with valuable things but must be done, that is, transactional work. When HR is trapped in endless transactional work and can't concentrate on things that can produce value at all, the overall efficiency is naturally low.