What are the similarities and differences between traditional personnel management and modern human resource management?

First, different management concepts. Modern human resource management no longer regards people (laborers) in enterprises as only the production costs to be paid, but as a production resource and a production capital. This kind of resource is the only dynamic resource in the production process, and through effective development, the output can be increased; The formation of this kind of capital needs to invest in human capital, because modern human resources theory regards human resources as the most precious resources in the world. On the premise of respecting personality and paying attention to people's own needs, it actively engages in human capital investment and develops human resources, thus promoting the all-round development of enterprises and society. Traditional personnel management regards people as a cost burden and a "tool", focusing on input, use and control. Modern human resource management mode is "people-oriented", paying more attention to the protection of employees' rights and interests; The traditional labor and personnel management mode is "managing people".

Second, the nature of departments is different. Compared with traditional personnel management, the organizational system of modern human resource management is more systematic, complete and comprehensive. The concept that the human resources department of modern enterprises has benefits is the "production department" of human resources, although the production of human resources is not only completed by enterprises themselves. It pays attention not to the compression of cost, but to the improvement of output/input ratio, that is, to develop human resources through investment in human capital, so that it can create much greater output than human capital investment in the production process of enterprises. At the same time, due to the changeable market, enterprises are required to constantly adjust their strategies, and the competitiveness of enterprises has almost become the only factor for the rise and fall of enterprises, and the quality of human resources is obviously the core factor for the competitiveness of enterprises. Human resource management involves every manager of the enterprise, and the managers of the enterprise should be clear: both the business managers of their own departments and the human resource managers of their own departments. The Human Resources Management Department is the specific office and secretariat of human resources work, and its main responsibility is to formulate human resources planning and development policies, pay attention to human potential development and training, and provide support services for all units in the enterprise to do a good job in human resources work; At the same time, train other functional managers or managers to improve their management level and quality.

Traditional personnel management is divided into departments in China, especially in large and medium-sized state-owned enterprises. For example, the labor department is responsible for salary and personnel deployment, the personnel department is responsible for the adjustment and promotion of technicians and departments, the education department is responsible for staff training, and the party committee organization department is responsible for the management of supervisors at all levels.

Third, the management focus is different. Modern human resource management takes "people" as the core, emphasizing the dynamic adjustment and development of psychology and consciousness. The fundamental starting point of management is "people-oriented", and its management comes down to the systematic optimization of people and things. Around this core, we should establish human resources prediction mechanism, training mechanism, allocation mechanism, incentive mechanism, evaluation system and information system to realize the best combination of people and things and promote enterprises to achieve the best social and economic benefits. The traditional personnel management is characterized by paying attention to "things" and "things", only seeing "things" and "things" without seeing "people", only seeing one aspect of people and things without seeing the overall system of people and things, emphasizing the static control and management of "things" (things), and its management form and purpose is "controlling people".

Fourth, the management content is different. Modern human resource management concentrates all human resource management in the human resource department of an enterprise, which naturally breaks the boundary between "cadres" and "workers". It not only has the traditional personnel management function, but also undertakes the tasks of post setting and assessment, workflow planning, and work relationship coordination. The scope of management has also expanded from traditional formal organizations to informal organizations, including team building, the interests of employees and customers, employees and other business partners, and the cooperation between upper-level leaders and lower-level employees for restructuring organizations or enterprise reengineering. Traditional labor and personnel work considers the selection, use, assessment, remuneration, promotion, transfer and retirement of employees.

Fifth, different management roles. The strategic position of human resource management in modern enterprises is rising day by day. Generally speaking, modern human resource management should consider the proportional balance of all kinds of human resources, which should match the development strategy of enterprises. In order to meet the needs of enterprise development, its vision is cross-regional and cross-border geographically (such as the acquisition of senior talents); In terms of time, facing the future and long-term development, we should always pay attention to the trend of the labor market and the changes of the whole market environment; From the action level, it is overall, strategic and holistic. Traditional labor and personnel management does not have this function and role, but only plays the role of a functional department in enterprises.

Six, different management principles and methods. Modern enterprise human resource management makes full use of the latest research results of contemporary sociology, psychology, management, economics, systematics and other disciplines, and puts forward some new management principles and methods, such as "treating people comprehensively and completely; Treat people fairly and respect others; Communicate effectively with employees and so on. At the same time, compared with traditional personnel management, modern human resource management emphasizes the systematization and standardization of management and the modernization of management means.

Expert human resource manager. The scientific management of human resources, the expansion of management scope and its strategic position in enterprises, the functions of human resources management range from simply providing manpower to arranging suitable work for manpower design; From manager to manager, to the relationship between people, people and work, work and work. The difficulty of work is not what it used to be. It is difficult for a "half-way monk" or an experienced personnel manager to be competent for this position, so a professional human resource manager was born.