How to upgrade from traditional personnel management to human resource management

—— Selected Works of Zhao Wenxiang and Jin Yang "The Frontier Theory and Practice of Human Resource Management" (3) Since the 1960s and 1970s, the traditional personnel management in organizations has been gradually replaced by human resource management, and it has entered a new era of modern organizational management with human resources as the core. The industrial revolution has changed the parameters of scale and strength, making the development and evolution of organizational interests focus on the material scale and the acquisition of natural resources. Under the knowledge-based economy and the new economic model, the scale role of material resources is gradually weakening, replaced by the role of human resources is steadily increasing. The boundaries between strong and weak organizations are increasingly blurred, only fast and slow, old and new, good and bad.

Modern human resource management originated from British labor management and evolved from American personnel management. Since the 1970s, human resources have played an increasingly important role in organizations, and the traditional personnel management has obviously become unsuitable. Therefore, from the concept, mode, content and method of management to human resource management. Since the early 1980s, the ideas and modes of western people-oriented management have gradually emerged. People-oriented management is people-centered management, and human resources are regarded as the first resource of an organization, so modern human resource management came into being. In terms of management content, traditional personnel management takes things as the center.

Belonging to administrative work; The scope of work is limited. In the early days, it was limited to trivial and specific work such as recruitment, selection, distribution, salary distribution and file keeping. Later, personnel management gradually involved job analysis, performance evaluation, salary system design and management, employee training planning and organization.

Traditional personnel management regards employees as "economic men"

Mainly short-term orientation, emphasizing immediate satisfaction, mainly implemented by the personnel department, lacking long-term investment. Modern human resource management regards people as the first resource of an organization, adheres to the idea of "people-oriented", takes people as an important resource to develop, utilize and manage, pays attention to developing people's potential, stimulates people's vitality, and enables employees to work actively and creatively.

Human resource management implements humanized management for employees and is more active in management.

Pay special attention to the development of employees' potential and innovation ability.

Modern human resource management

Taking employees as "social people" and taking the long-term as the guidance, its primary goal is to meet employees' self-development needs, improve employees' satisfaction and quality of life, minimize the control and constraints on employees, and provide employees with more help, consultation and services to make them grow and develop.

In the form of management, traditional personnel management belongs to static management. When employees enter an organization and are assigned to a post after necessary training, it is a completely passive process, and employees naturally develop after entering the organization. Besides,

Enterprises lack cohesion, talent mobility is poor, and people's hearts are changeable and unstable. Modern human resource management belongs to dynamic management, from career design to training development, to continuous horizontal and vertical post or post adjustment, all in motion.

The human resources department pays attention to the contribution of employees to the long-term goals of the organization, and pays attention to ability training and career planning. For example, world-renowned enterprises invest in the establishment of training and education colleges, and the training content covers a wide range, including corporate culture and personal development planning. They provide a variety of development methods, enrich the work content, and provide more opportunities for employees to plan their careers.

In terms of management methods,

Traditional personnel management mainly adopts system control and material incentives.

Relying on administrative orders, lacking effective economic reward and punishment measures, and paying attention to relationships, employees' creative thinking is suppressed. Modern human resource management adopts humanized management, considers people's emotion, self-esteem and value, puts people first, encourages more, punishes less, authorizes more and directs less, gives full play to everyone's specialty and embodies everyone's value.

Human resource management is more systematic and open. It believes that winning the dedication of employees is the cornerstone of human resource management and enterprise development. The task of human resource management is to serve employees and create more conditions for them to freely develop their potential and creative spirit.

In terms of management strategy, traditional personnel management focuses on recent or current personnel work, lacking long-term planning, and belongs to tactical management.

Its characteristics are tactical, departmental and short-term.

Modern human resource management not only pays attention to

The solution of specific problems in the near future or at present pays more attention to the overall development, prediction and planning of human resources. According to the long-term goal of the organization, it formulates the strategy of human resources development, which belongs to the management of combining tactics and strategy. Modern Times

The function of human resource management has been improved and expanded. From the control of administrative personnel to the realization of organizational goals, the establishment of human resource planning, development, utilization and management system and the improvement of organizational competitiveness have become important contents of organizational strategy and strategic management.

So,

Human resource management is strategic, holistic and forward-looking. This is the most fundamental difference between the two.

In management technology, traditional personnel management is mechanical and inflexible.

Modern human resource management pursues scientificity and artistry, and constantly adopts new technologies and methods.

In the management system, the traditional personnel management is mostly bureaucratic organizational structure, centralized leadership, difficult to authorize, passive response, step by step, emphasizing the intention of leaders. Modern human resource management is mostly active development, and work is carried out in a planned and targeted manner according to the present situation and future of the organization.

In terms of management means, the traditional personnel management means are single, mainly manual, which is difficult to ensure timely and accurate, and wastes manpower, material resources and financial resources. Modern human resource management has been managed by computer, which improves work efficiency and saves manpower, material resources and financial resources. At the management level, the traditional personnel management department is often only the executive department of the superior, and rarely participates in decision-making.

Work at the executive level has no decision-making power. Traditional personnel management is considered to be low-tech, and anyone without special professional knowledge can do it. Modern human resource management department is at the decision-making level and is one of the most important high-level decision-making departments in the unit. The performance is as follows: First, the heads of human resources departments appear in the top leaders of the organization, and some are top leaders. Second, the human resources department directly participates in organizational strategic decision-making. Third, the human resources department is on an equal footing with other departments, and the level of human resources managers is getting higher and higher, and the salary is getting richer and richer. In addition, the human resources department has become a department that organizes production efficiency. First, the fundamental function of human resource management is to achieve organizational goals with the least human input. Second, it can bring output far greater than input to the organization. The third is to save more labor costs for the organization. The role of regulation and integration in human resource management lies in enhancing employees' satisfaction, improving employees' enthusiasm, giving play to team advantages and creating benefits for the organization.

In our country, more and more organizations realize that it is very important to have the concept of modern human resource management and use the methods of modern human resource management. However, the transition from the traditional human resource management mode to the modern human resource management mode will not happen overnight. We should change human resource management from the following three aspects. (1) Implement the people-oriented management strategy. In society, what is a standard has undergone a historical evolution. During the feudal society, the social protagonist was the official standard; In the period of capitalist society, the social protagonist is the investor of monetary capital, taking the capitalist as the standard; In the era of knowledge economy, the social protagonist is talents, especially high-level talents, and talents are the standard. In the era of knowledge explosion in 2 1 century, managers should also realize that this is an era dominated by human resources, and the social protagonist is talent. Therefore, organizations should implement people-oriented management strategy, which is the key to enhance the competitiveness of enterprises. (2) Implementing the strategy of high-quality talents. According to the "28" theory, 80% of the profits of enterprises are created by 20% of capable people. Having high-quality talents is the guarantee for enterprises to effectively implement their strategies. However, high-quality talents have been in a state of scarcity, which leads to the inclination of income distribution to high-quality talents. In other words, the law of talent scarcity has greatly increased the income of high-level talents. How to attract and retain high-quality talents is a huge problem facing enterprises. Therefore, it is very important to implement the strategy of high-quality talents. (3) endowing human capital with property rights. The property right of human capital includes ownership, residual claim and promotion right. Giving human capital property rights to human resources in an organization is conducive to human resources giving full play to their talents.