Human resources of knowledge-intensive small and micro enterprises

1. How do small and micro enterprises manage human resources well?

1. Do a good job in introducing and cultivating talents in enterprises.

Talent is the first driving force for enterprise development. Small and micro enterprises should make overall arrangements and adapt to local conditions in introducing talents. According to different industries and different stages of enterprise development, find out the reasonable methods for enterprises to introduce talents. For example, it is difficult to introduce talents in the initial stage of enterprises. In this case, we can rely more on the strength of the family and the appeal of the cause to unite talents and comrades. When the career develops to a certain stage, we should attract more talents with good systems and reasonable returns. It is necessary to promote the virtuous and not avoid relatives, but also to travel all over the world. We should not only pay attention to selecting and allocating talents from within, but also pay attention to introducing talents from outside.

2. Bad management, should improve the enthusiasm of employees.

Enhance employees' sense of corporate responsibility, especially to make employees feel that his contribution is not that the company has made money, but that he has benefited himself. Therefore, management is very important.

Humanized management, people-oriented, understanding the actual needs of employees, combined with system managers.

Mobilizing the enthusiasm of employees is not only to increase wages, but also to give employees a sense of belonging.

2. The present situation of human resource management in small and medium-sized enterprises in China

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This paper analyzes the measures to improve the efficiency of human resource management in modern enterprises. On the basis of summarizing the obvious lag of ideas, the buried role of departments and the serious shortage of human resources reserves in the process of human resources management in modern enterprises, this paper puts forward some countermeasures. I hope it will be helpful to improve the efficiency of human resource management and promote the development of modern enterprises.

Keywords: modern enterprise; Human resource management; Management status quo; counter-measure

With the continuous development and progress of social economy and the increasingly fierce competition in the economic market, the competition among modern enterprises is, in the final analysis, the competition of human resources. Under the new situation, modern enterprises have realized the importance of human resource management and actively applied management concepts and means. However, the human resource management in China is still in the primary stage of development, which is significantly different from that in developed countries. This paper analyzes in detail how to improve the efficiency of human resource management in modern enterprises.

First, the status quo of human resource management in modern enterprises

(A) the lag of management concept is extremely significant.

Before the reform and opening up, the planned economy system was generally implemented in China's economic market. Under the guidance of national macro-control policies and guidelines, most state-owned enterprises pay attention to internal related issues to a certain extent, such as material production, capital investment and scientific and technological level, and regard them as factors to promote enterprise development, but they do not actively reserve and manage human resources. Under the long-term influence of traditional ideas, enterprise management leaders regard individuals as internal productive forces and attach importance to recruitment and application instead of mining and training. Many excellent resources

3. How do small and micro enterprises establish a human resource management system?

Early perfection is very good.

The development of the concept of human resource management in China basically began in the early 1990s, with the influx of foreign-funded enterprises as its main driving force. In just over ten years, the overall concept and management level of human resource management in China have been significantly improved. However, due to the unbalanced social and economic development in China, there are still great differences in the management concepts of enterprises in different regions and different natures: a few excellent enterprises have established a management system for human resource development and operation, while the vast majority of enterprises are in the transitional stage from personnel management to human resource management, and quite a few enterprises have not yet divorced from the traditional personnel management concepts. It is a challenge and opportunity for all human resources service (consulting) institutions in China to help enterprises in China establish an effective human resources management system and realize the leap-forward promotion of human resources strategy, tactics, management system and human resources technology. As mentioned above, it is very important for modern enterprises, especially those in rapid growth and development, to effectively build a modern human resource management system. So how can we effectively build a human resource management system in modern enterprises? There are two suggestions:

First, the middle and senior leaders of enterprises should strengthen the study of human resource management concepts and theories, establish correct human resources and human resource management concepts, and at the same time strengthen the training of enterprise employees and strengthen their awareness of human resource management;

Second, the era of knowledge economy is an era of talents, and it is also an era in which talents win all: the so-called talent era means that talents have more employment choices and independent decision-making power in their work, and talents do not passively adapt to the requirements of enterprises or jobs. Enterprises should respect the choice of talents and the autonomy of work, provide human resources products and services for talents from the perspective of their internal needs, and win their satisfaction and loyalty. Talents do not simply earn wages through labor, but want to enjoy value and create results with capital owners. The so-called talent winner takes all, which contains two meanings: First, the higher the quality, the scarcer and more popular the talent resources, the more job choices and the higher the remuneration. Second, the more competitive an enterprise with unique human resources is in the market, the easier it is to attract and retain talents. Knowledge workers and professional entrepreneurs have become the leading elements of enterprise value creation and have the right to claim surplus value. This is the foundation of talent. The scarcity of talents, huge value-added space and high return of human capital investment make capital chase talents, talents choose capital, and knowledge hires capital (the appearance of Bill Gates is the symbol that intellectual capital beats monetary capital). In the intellectual age, the core task of human resource management is to establish the advantage of intellectual capital and maintain the uniqueness of this advantage.

4. What are the characteristics and differences between knowledge-intensive enterprises and knowledge-skilled employees?

It is generally believed that knowledge-intensive enterprises have the following characteristics: employees in enterprises are mainly composed of people with high professional and technical knowledge and skills; Have a large number of high-tech, cutting-edge and new technology and equipment; High product knowledge and technical content; The contents and links of production and operation mainly rely on knowledge and technical activities; The intangible assets of enterprises account for a considerable proportion.

But these are just general knowledge and understanding of the attributes of knowledge-intensive and technology-intensive enterprises. From the perspective of human resource management and the demand of knowledge-based organizations for human resource management, it is far from enough to have the above knowledge. We should fully realize the uniqueness, individuality, universality and difference of knowledge-intensive organizations and knowledge-skilled employees in human resource management.

(I) Universality and Difference of Human Resource Management between Knowledge-intensive Organizations and Knowledge-based Employees Knowledge-based employees have distinctive and prominent characteristics due to many factors such as their education, growth environment and mastery of knowledge and technology. 1。

Individualization and autonomy. In the knowledge-based employee organization, the individual personality and autonomy of employees are very prominent, which is also the consensus of human resource management workers.

This individuality and autonomy are mainly reflected in personal needs, development, values and organizational needs, and the asymmetry, imbalance and disharmony of employee development. A large number of investigation facts show that the loyalty and dependence of knowledge workers in modern knowledge-intensive enterprises or organizations on knowledge and professional technology are obviously higher than those in enterprises and organizations. Most of them emphasize personal development and personality development, and put organizational development and team development in the second place.

For another example, a large number of empirical studies by Mahan Tamouf, a knowledge management expert, also show the outstanding nature of knowledge workers in emphasizing personal growth. The four main factors, ranking and proportion that knowledge workers pay attention to are: personal growth, accounting for 34%; Work autonomy accounts for 31%; Business growth accounted for 28%; Money and wealth only account for 7%. In addition, compared with other types of individuals, knowledge workers also show great individuality and autonomy in democratic consciousness, concept of people, way of thinking and their criticism of objective things.

5. What are the problems in human resource management of knowledge-based enterprises?

Hello, send brocade education to help you! Through some knowledge-based enterprises, some problems in human resource management have been found, which reflects that the human resource management of Chinese enterprises is facing great challenges and reform trends.

With the gradual departure of the demographic dividend, the competition for talents among enterprises has intensified and the labor cost has risen rapidly; After 8090, the difficulty of employee management increased, and the turnover rate of employees increased rapidly; The employment risk of enterprises under the new labor law is increasing day by day. All these have troubled China enterprises, especially knowledge-intensive enterprises that rely on intelligence for profit.

Employees in knowledge-intensive enterprises often create value through creation, innovation and creativity, and the work process is hidden, so it is difficult to measure performance. They attach great importance to their own ability growth and knowledge accumulation, and are often loyal to their careers rather than their careers, hoping that enterprises will provide more training and development opportunities; Knowledge-based employees often have independent thoughts and strong self-awareness, emphasizing communication, respect and humanistic care. How to stimulate the internal potential of employees through effective employee incentive mechanism and realize the self-driven management goal of employees? How to meet the training and development needs of employees without increasing the management cost of enterprises? How to better care for employees and satisfy their communication desire under the limited resources? These are the challenges we need to face.

How to turn challenges into opportunities is a problem that all human resources practitioners need to seriously consider today. 2 1 century is the era of knowledge economy. Knowledge, informatization and globalization have an all-round impact on the operation and development of enterprises. Only by constantly reforming human resource management can enterprises adapt to the changing environment and the requirements of sustainable development of enterprises.

I hope I can help you. I hope you can adopt it.

6. What challenges and innovations do knowledge-intensive enterprises and knowledge-based employees face?

Knowledge-based organizations and employees are challenging and innovative because of the natural attributes of their knowledge, working objects, contents, gender and other factors.

As far as the former factor is concerned, knowledge activity is a process of knowledge collection, induction, utilization, exchange and creation, as well as a process of information and experience processing and refining. At the same time, in this process, various transformations and updates are always in dynamic change. This objectively requires its knowledge carrier to innovate constantly to meet the challenge.

In addition, it is the nature of knowledge workers' work and people-oriented demand factors that determine that knowledge workers are more challenging and innovative than other groups. 3。

Intangible assets of knowledge-based organizations or enterprises account for a large proportion, and their value often depends on the size and choice of individual value. In today's knowledge economy or information society, the factors of production are no longer as simple as land, labor and capital in the industrial age, but knowledge or related content represented by knowledge has become an important factor of production.

The new market value evaluation shows that the market value of an organization or enterprise will mainly depend on its financial capital and intellectual capital. And this kind of intellectual capital refers to intangible assets represented by knowledge, and occupies a considerable proportion.

Another important problem is that we used to be very clear about the form and nature of knowledge assets or knowledge capital, but we were somewhat vague about its production mode and control process. In fact, in knowledge-intensive enterprises, the knowledge capital of the organization is more in the hands of individual knowledge workers. For example, as an enterprise, the possession or possession of knowledge is often some systems, regulations, standards, drawings, materials and databases, which only represent a small part of real knowledge assets.

Similar knowledge and experience, technical solutions, design ideas, customer relationship information and some technical secrets often exist in non-organizational or informal systems, mostly in the minds of individual employees in the organization. Therefore, in a sense, the real value of knowledge-intensive enterprises is more reflected in the individual knowledge workers in the organization.

4。 Lack of effective methods and means to evaluate the knowledge value of knowledge, knowledge workers or organizations.

Theoretically speaking, it is very difficult to accurately measure the value of knowledge and the value of people who have mastered it for a long time because of the special attributes of knowledge as the result of people's cognition or perception and the complexity as the carrier of knowledge. Therefore, human resource management lacks effective, quantitative or semi-quantitative methods and means to measure and evaluate the true value of knowledge-intensive employees and organizations.

This content is also a common topic of human resource management in knowledge-intensive organizations or enterprises. (。

7. Serious shortage of people

Before answering questions, let me make two points: 1. Enterprises don't lack people, they lack talents.

2. It is talents who are competent for this job. Core talents are different. They are often the best in their respective fields. They are basically the hot cakes in the company and will not leave easily. Similarly, they will not easily "marry" themselves by looking for a company.

However, it is not difficult to recruit such talents as long as you know some laws of human resources. According to the analysis of "20 12 White Paper on Human Resources Management of Small and Micro Enterprises in China" issued by Cai Yi Group, the most professional human resources and related process outsourcing service provider in China, the two most prominent reasons for employees' turnover are: First, low salary, accounting for 22.

1%; Followed by the soft environment (corporate culture, management style), accounting for 16. 6%。

The reason for leaving the company is very close to the reason for not joining the company, which shows that in order to recruit suitable talents and create value for the company, we must work hard on these two points, that is, to establish an excellent salary management system and human resource management system. However, due to their own constraints, it is difficult for small and micro enterprises to really do well in these two aspects. Now, as you asked, "Is there any good solution?" Yes! This is what the white paper conveys: adopt an open organizational structure and let professionals do professional work? ~。

Leave salary management, performance management, human resources, enterprise training and employee welfare management to professional companies, and concentrate limited internal resources on core business and advantageous business.