Nine Trends in the Development of Human Resource Management in Modern Enterprises

Nine Trends in the Development of Human Resource Management in Modern Enterprises

With the globalization of economy and fierce competition, foreign excellent enterprises have fully realized that the competition of enterprises is essentially the competition of talents, and the gap of talents will fundamentally determine the gap of enterprises. Both Japanese enterprises that pay attention to team spirit and emotional management, and European and American enterprises that pay attention to market allocation and material incentives have accelerated the pace of human resource management reform through continuous learning from each other, and began to pay equal attention to short-term incentives and long-term incentives, pay attention to the exploration of rigid system and flexible culture, and pay attention to the unity of individual competition and team spirit. More importantly, outstanding enterprises in these developed countries pay more attention to human resource management and upgrade it to a strategic position commensurate with the background of knowledge economy.

Looking back on the development history of human resource management since 1980s, and combining with the comparison of the evolution modes of human resource management in developed countries such as the United States and Japan, we can see that human resource management in modern enterprises presents some obvious development trends, which has important reference significance for China enterprises that are moving from personnel management to human resource management. We believe that these development trends are mainly manifested in the following nine aspects.

First, the concept of human resource management changes

"Without satisfied employees, there will be no satisfied customers" has become the common sense of foreign business circles. Looking up the cultural system of foreign long-term successful enterprises, it is not difficult to find that these enterprises regard employees as their most valuable assets and take "people-oriented" as their core management concept, no matter what language or expression they adopt. It is not difficult to find that these enterprises have abandoned the mode of supervision and control and turned to the mode of leadership and encouragement.

In the final analysis, these changes stem from the change of human resource management concept, that is, employees are no longer regarded as "people who are willing to take responsibility and can guide and control themselves". The change of human resource management concept is actually a reflection on the traditional assumption of human nature, which is not only the result of the progress of behavioral science and the change of social environment, but also the result of the emergence of a large number of knowledge workers and customer-oriented enterprises. Undoubtedly, respecting, understanding, trusting and caring for employees will become an important "gene" for the success of enterprises in the future.

Second, the change in understanding of human resource management

With the increasing contribution rate of knowledge to enterprises, human resource management has been paid more and more attention, and it has begun to rise from the transactional level of maintaining assistance to the strategic level of gaining competitive advantage. "Strategic human resource management" has moved from theory to reality on a larger scale and to a greater extent. Human resource management has increasingly become a matter closely related to managers at all levels (including line managers at all levels and even CEO) in enterprises, and is no longer just a matter of human resources departments; The human resources department has also moved from the background to the front desk. It is no longer just the executor of the enterprise development strategy, but plays a role in participating in and even leading the decision-making process of the enterprise strategy.

For example, Cisco Company of the United States requires human resource management experts to participate in every M&A to conduct an all-round investigation and evaluation of the human resource status of M&A goals, and M&A operations have been stranded more than once just because M&A goals are incompatible with Cisco's corporate culture and the workforce is difficult to integrate. As Cisco President Chambers said, "We are not so much merging enterprises as merging talents".

How can strategic human resource management be really implemented? Influenced by the theory of total quality management and process reengineering, American business circles put forward a new concept of "customer-oriented human resource management". In some advanced American companies, senior human resources managers have begun to regard the human resources management department as a strategic business unit (USB), and try to define business content according to their customer base, customer needs and technologies to meet customer needs.

It is generally believed that human resources management departments have three types of customers, namely line managers. Decision makers and internal employees of enterprises need different products or services. Line managers hope to obtain high-quality employees with dedication with the assistance of human resources management department; Enterprise decision-makers need information and suggestions on human resources in the process of strategic decision-making, and need the support of human resources management system and practice in the process of implementing strategic decision-making; Internal employees hope that the human resources department can create a good environment for the development of enterprise talents, provide expert guidance and consultation for their career development, and continuously improve their human capital value.

In view of different customers and differentiated needs, human resources management departments should determine which technologies and methods to adopt to meet their needs from a professional perspective. This customer-oriented human resource management has actually changed the traditional image of "enterprise gendarmerie" in the human resource department, and changed the authoritative basis of the human resource department from the original "mandatory power of positions" to "expert power" relying on professional knowledge services. This change not only helps the enterprise to become a customer-oriented organization as a whole, but also makes the human resource management department really move from cost center to profit center.

Fourthly, the change of human resource management thought.

At present, foreign advanced enterprises regard human resource management as a long-term systematic project, and attach importance to the mutual connection and support from employee recruitment, screening, employment to leaving the enterprise; Before introducing every policy or adopting every strategy, we should consider whether it is conducive to the realization of the strategic objectives of enterprises and the improvement of employees' work efficiency.

Even the seemingly simple recruitment, screening and employment work is developing in a strategic and systematic direction. For example, American and Japanese companies attach great importance to quality from the beginning of recruitment. Judging from the workload, in order to successfully recruit 2,000 new employees, Microsoft consulted tens of thousands of personal calendars, held 7,400 interviews and visited 130 universities. Toyota's time in the interview evaluation center adds up to more than 20 hours. In the words of human resources managers of these enterprises, the reason why we spend a lot of cost and energy in this link is that as long as you think that regular employees will get more investment and support after entering the enterprise, as long as you think that people hired by the enterprise will stay in the enterprise for a long time, as long as you think about their contribution to the enterprise, these investments and efforts are worthwhile.

Verb (abbreviation of verb) changes in the focus of human resource management

With the rapid change of technology and the expansion of knowledge workers, the focus of human resource management has shifted from the original emphasis on usability to the emphasis on development, and it has become a trend to establish a human resource management system centered on core competence. More and more enterprises realize that organizational learning is the main way for human resource management organizations to continuously improve and maintain environmental adaptability, and begin to devote themselves to the construction of learning organizations and strengthen the management of knowledge. The effectiveness of organizational learning and the contribution rate of knowledge have become an important standard to measure the performance of human resources. At the same time, career design and succession planning have become indispensable management tools for enterprises to retain core employees.

Since the 1980s, faced with the fact that employee loyalty has generally declined, but the contribution rate to enterprise development has been increasing, human resource management has also moved from conventional management to innovative management, and innovations in management methods have emerged one after another. In terms of incentives, not only the salary system based on posts and positions has been transformed into the salary system based on performance, skills and abilities, but also long-term incentives such as deferred income, stock options and profit sharing, as well as more personalized spiritual incentives such as job enrichment, participatory management and flexible working hours system, so as to realize the sustainable development of enterprises and meet the development needs of employees.

At the same time, the development of information technology and the demand of strategic human resource management have promoted the process of informatization of human resource management, and information technology has been widely used in all aspects of human resource management. The establishment and use of online recruitment system, remote network training system, human resource management information system and personnel policy self-service system not only better meet the individual needs of employees, but also improve the efficiency of human resource management, creating conditions for human resource managers to concentrate more on management activities that contribute more to enterprise value.

Seven. Changes in the scope of human resource management

Traditional human resources are mainly limited to the behavior management of employees and the management of working hours; Modern human resource management has begun to consider all the factors that affect employees' job performance, greatly expanding the scope of human resource management. Paying attention to the quality of family life and work life, and paying attention to the balance between family and career, is considered to be a modern management concept that is more in line with human nature and is more conducive to improving employee engagement, and has also been fully reflected in employee incentive plan and career design.

Therefore, in today's increasingly perfect workplace management, employees' family life has become an important management point for enterprises to meet employees and improve their work performance. Many enterprises, including those in Japan and South Korea, have realized the disadvantages of "workaholics", and no longer advocate overtime and overdraft as a work spirit, but generally shorten the weekly working hours and introduce a paid vacation system. In addition, some companies also consider family factors to varying degrees in the management of expatriates, collective activities of employees, and recognition and reward of employees, with the ultimate goal of gaining family members' understanding and support for employees' work and winning their dedication.

Eight. Changes in the field of human resource management

Economic globalization has made the global market more and more closely linked. On the one hand, multinational corporations and even global enterprises have become the leading forces in the world economy; On the other hand, strategic alliance and virtual organization have become new important organizational forms. Correspondingly, the boundaries of human resource management have changed from clear to vague, from closed to open. International human resource management and flexible organization human resource management have become new fields of human resource management. Breaking through the traditional enterprise boundaries and geographical boundaries, cultivating global concepts and teamwork spirit, and implementing effective cross-cultural training and management will become the challenges that human resources management of enterprises in the purple century must face.

Nine. The change of human resource manager's ability

The emergence of human resource value and the promotion of its status make human resource management a decisive content in enterprise management, which also puts forward higher ability requirements for human resource managers themselves. The human resource management team of modern enterprises should assume four roles at the same time, namely, the participant of strategic planning, the executive manager, and the expert of personnel and administration. company

Instructor and supporter of employee development, advocate and spokesperson of organizational development and change.

Foreign human resources experts believe that human resources managers in modern enterprises should have the following conditions if they want to play a real role: first, they should be familiar with the business of enterprises; Second, be able to master and use the means of modern human resource management; Third, it has a good personal reputation in the enterprise; Fourth, know how to promote and lead the transformation and reorganization of enterprises. In other words, a competent human resource manager must be competent for both functional roles and strategic roles, and need to have both strategic awareness and comprehensive service "generalist" ability.