Why is human resource management the discovery of traditional human resource management? What are its breakthroughs?

Modern human resource management is deeply influenced by economic competition environment, technological development environment, national laws and government policies. As a brand-new and important management field in recent 20 years, it has gone far beyond the scope of traditional human resource management. Specifically, there are some differences as follows:

First, the difference between management concepts?

Traditional human resource management regards people as "tools", while modern human resource management regards people as "resources" and pays attention to generation and development. Note that resources have two states, one is generation, which should be an important part of traditional human resource management, and the other is development, which is a function that traditional human resource management does not have or does not have. This is the core of modern human resource management. In the modern enterprise system, we are talking about the core competitiveness of enterprises, not people. Only talents have irreplaceable and unrepeatable advantages. However, talents can't be brought in. Although we can also airdrop, it is only for a very small number of executives or cutting-edge technical talents. We can't airdrop all enterprise talents, nor can we create our enterprise value only by individual top talents or executives. Therefore, we say that enterprise talents must be cultivated and discovered by themselves. Therefore, an important task of human resource management department is development. In many foreign-funded enterprises, we can find that the human resources management of foreign enterprises is truly people-oriented, and they are very attentive to the training of employees and the planning of career prospects. It is precisely because of this that many talents gather in foreign companies. We think that foreign companies attract people not only by high salary, but in fact, the salary level of our individual private enterprises and even state-owned enterprises will not be worse than that of some foreign companies. The key lies in the cultural atmosphere under the two enterprises, which comes down to the fundamental reason lies in the humanistic development level of enterprises. ?

? ? Second, the shift of management focus?

Traditional human resource management takes "things" and "things" as the core, while modern human resource management takes "people" as the core. Here we are going to discuss what things are, what things are and what people are. I think things and things can be attributed to the relevant system, rewards and punishments and so on. These things can be materialized, and at the same time, this is also the key management means of the human resources management department in the past. And "people", I think, should refer to some measures taken by human resources departments to improve human resources capabilities, such as career planning and training plans for employees. If my understanding is correct, then even today when modern human resource management is advocated, we still have to use a set of strict "things" and "things" to restrain it. Otherwise, although we call it people-centered, it is likely that things will vary from person to person and from person to person. In my opinion, the focus of modern human resource management is to break all kinds of relationships that existed in enterprises in the past and form a fair and just incentive and distribution mechanism. Without breaking these relationships and the strict, fair and just system, it is impossible to realize "people-oriented". Therefore, in this sense, "things" and "people" are equally important, or they are based on each other. ?

Third, the difference between management vision and content?

"The traditional human resource management function is to recruit new people and fill vacancies. Modern human resource management not only has this function, but also undertakes the tasks of job design, standardizing workflow and coordinating working relations. " In this respect, the management scope and vision of modern human resource management have been greatly expanded compared with the past personnel management. It can be said that the emphasis and emphasis are completely different. Under such a system, the quality of the personnel in the human resource management department is very high, because he must not only have the knowledge structure of modern human resource management, but also have considerable experience in enterprise management, so as to carry out work design and workflow standardization. As far as the personnel structure of the existing human resources management departments of state-owned enterprises is concerned, most of them are inherent personnel of traditional human resources management departments, and they do not have such ability in concept and knowledge structure. It is almost impossible to implement modern human resource management if these people are the main body. Therefore, there are few successful examples of state-owned enterprises implementing modern management system. It should be said that human resource management is an important obstacle. ?

4. What are the differences between management principles and methods?

In fact, there is no difference between traditional human resource management and modern human resource management in management principles and methods. The difference lies in good management and bad management. Didn't the past labor and personnel management need innovative management methods? Don't you need knowledge of psychology, economics and management? This is not correct. Whether in the old labor and personnel management or the modern human resource management mode, as a good manager, he will certainly learn, absorb new knowledge automatically and apply it to his work. If the difference is that modern human resource management makes this demand more urgent, we should urge managers to strengthen their learning in this field. ?

5. What are the organizational differences in management?

Modern human resource management should break the rules and regulations under the past labor and personnel management mode, which involves the distribution of vested interests of many enterprises, so it is a difficult problem for enterprises. In fact, I think the focus of modern human resource management should be the evaluation of the effectiveness and rationality of workflow, jobs and incentive mechanism, as well as the cultivation and scheduling of human resources, while the specific post setting, salary incentive measures and salary payment should be formulated and operated by other professional departments (such as finance). This is also in line with the "people-oriented" thought of modern human resources management, more in line with the actual situation of enterprises, and also helps to prevent the human resources department of enterprises from becoming an absolute power department, because decentralization and restriction of power are in line with the development direction of modern enterprises.