Get out of the misunderstanding of traditional personnel management behavior

China's traditional personnel management was gradually established and developed after the birth of New China, which played a positive role in building the national workforce, mobilizing the enthusiasm of the broad masses of employees and completing the construction tasks in various historical periods.

However, China's personnel management has always been characterized by "the will of the chief executive", with a tendency of formalization and rigidity, lacking a mechanism for consciously developing human resources and using outstanding talents and constantly emerging in the competition. Although remarkable progress has been made in recent years, there is still a big gap from the requirements of economic reform.

1. The major decision-making power of personnel is concentrated in the government administrative department, and enterprises have insufficient autonomy in institutional setup, appointment and dismissal of cadres, entry and exit of employees, and wage standards.

2. Traditional personnel management is basically a kind of enterprise management. Only play a role when the enterprise "needs", such as recruiting employees when manpower is insufficient, paying wages at ordinary times, labor insurance and welfare management, etc.

3. The traditional personnel management is mainly aimed at the current situation, such as supplementing personnel, training employees to master operating techniques, and solving current labor disputes. Therefore, the personnel management department is a "pure consumption" department, and personnel expenditure belongs to the cost as far as possible.

Therefore, according to the two changes of the country, the Ministry of Personnel has formulated the Outline of Personnel Work Planning 1996-2000, which clearly requires that in the last five years of this century, personnel work should be adjusted in two aspects, namely, the personnel management system adapted to the planned economy should be adjusted to the personnel management system adapted to the socialist market economy; Adjust the traditional personnel management to the overall development of talent (power) resources.

Since1960s and1970s, human resources, human resources development and human resources management are widely used terms. Compared with traditional personnel management, they have the following characteristics:

1. Human resource management is more strategic. Human resource management is an important part of enterprise strategy, because the essence of enterprise strategy is to use resources to achieve the expected goals of the organization in a specific environment. Human resources are the most important resources in international competition and enterprise competition. Manpower investment is the most promising investment for enterprise development. In this way, human resource management has naturally become the most decisive content in enterprise management, and the status of human resource management department has also risen to the strategic department. In contemporary American companies, the vice president of personnel has become an important member of the decision-making team.

2. Human resource management pays more attention to the future. Human resource management, which pays more attention to how to develop people's potential ability to continuously improve the efficiency of enterprises. It pays more attention to the investment in attracting talents, cultivating talents and boosting morale. Therefore, in terms of budget, the main goal is not to "save the most", but to seek the best value and the best input-output mode in the foreseeable planning period.

3. Human resource management is more systematic. Human resource management requires that all the existing personnel of the enterprise, even the human resources outside the enterprise that may be utilized, be planned as a unified system, and appropriate policies such as selection, training, appointment, deployment and incentive should be formulated to give full play to people's creativity and increase the wealth of the enterprise and society.

Then, in the new historical period, how to get out of the traditional personnel management behavior and how to do a good job in human resource management? The author believes that it is mainly considered from the following two aspects.

First of all, from a macro perspective, we mainly take the following steps:

1. Analysis of the total amount and structure of human resources.

2, investigation and study, to determine the main problems of national or global human resources development.

3, determine the guidelines and strategic objectives of human resources development.

4. Adjust the structure of human resources, including professional structure, hierarchical structure, quantitative structure and age structure.

5. Strengthen training and improve the quality of human resources in an all-round way.

6. Realize the rational allocation of human resources and strengthen the system construction of rational utilization of human resources.

7. Actively promote supporting reforms in human resources management such as endowment insurance, unemployment insurance and medical insurance, as well as supporting reforms in housing, employment, household registration system and identity boundaries.

8. Accelerate the transformation of government functions, speed up the improvement of the market system, especially the labor market system, establish and improve talent intermediary institutions, and implement the management of human resources training, evaluation, mobility, employment guidance, talent exchange, labor inspection and labor arbitration.

Secondly, from a micro point of view, we mainly do the following work:

1. Boldly reform the organizational structure and improve the status and role of the human resources management department. Establish human resources department to make it have greater functions and fully develop human resources as exploitable resources; Change the subordinate position of traditional personnel management, get the leadership of the direct supervisor (such as the first deputy), participate in the formulation of the overall strategy of the organization, improve the status of the human resources management department, and give play to the role of the human resources management department.

2. Strengthen the construction of human resource management team. Pay attention to improving the quality of human resource managers, enrich and improve the membership structure, and make it clear that human resource management is not only the business of human resource management departments, but also the business of managers at all levels, thus forming the advantages of the group in developing human resources.

3. Organizational design. Without organization, there is no management. For enterprises, the most important thing is to do a good job in management and organization, so we should choose the appropriate management system, leadership system and business management system and design the management information system.

4. Formulate human resource plans and human resource management policies. According to the enterprise's objectives, tasks and organizational design, determine the enterprise's demand for all kinds of personnel and the source of personnel, and formulate various policies and systems for developing human resources, such as labor employment system, cadre policy, distribution policy, etc.

5, personnel supplement or update, including recruitment, examination, selection of new employees, arrangements for the elderly or not suitable for organizational tasks of retirement and resignation.

6. Education, training and development of employees, including ideological and professional ethics education, cultural education, pre-job business training and on-the-job development training.

7. Salary, reward and punishment management. Determine the salary standard of each post, and determine the distribution amount according to the formulated policies and the performance of employees, and reward or punish them to achieve the purpose of motivation.

8, work and life quality management, including labor protection, industrial hygiene, employee relations, collective welfare, etc.

9, employee assessment, including the assessment and evaluation of all kinds of personnel's work ability, work performance, work attitude and ideological consciousness.

The Fifth Plenary Session of the 14th CPC Central Committee proposed that China's reform, opening up and modernization will enter an important historical period in the future. Therefore, personnel work should also focus on and serve economic construction, and vigorously developing human resources will become the trend of personnel management in the future.

Problems existing in the current personnel department and their thinking.

Personnel work is in a period of great change, many situations need to be explored, and many experiences and lessons need to be summarized. However, many existing personnel departments still lack comprehensive and systematic management contents, and their work is trapped in a pile of specific and repetitive procedural affairs all day, and a detailed and comprehensive personnel work standard system has not yet been formed, which has failed to effectively manage some problems and links in the work, and the quality of personnel workers is also facing further improvement. This requires our personnel workers to constantly innovate and explore in their work and find new ways and methods suitable for their own characteristics.

I. Structured and systematic management contents

Structured and systematic management is a management method that divides the management content into independent sections according to the nature and characteristics of personnel work and carries out comprehensive and systematic management.

From the time point of view, the management of a personnel department is mainly related to the following three aspects, namely: the entry of personnel, the intermediate link of personnel and the exit of personnel; From the job content, there are personnel transfer, training, appointment, appointment, promotion, resignation or dismissal; From the nature of work, it can be classified and managed according to different technical jobs, positions, ages, identities and employment methods.

As can be seen from the above, the above management classification is obviously structured, and the work can be independently turned into a work unit, so the personnel work can be structured; At the same time, some work may overlap and form a network structure, that is, a system structure, so it can be systematized. In this way, clear job responsibilities and clear responsibilities are more conducive to the formation of an organic whole of personnel work and better coordination of work.

Second, management is institutionalized.

Although it was put forward that management should be institutionalized in a short time, the traditional feudal management ideas and means still exist, which are concentrated in "one person has the final say", doing things according to the usual practice, insufficient work policy basis and imperfect system. The institutionalization of personnel management is the need of taking the mass line and the call of deepening reform.

1, establish and improve the personnel system. Some people think that the system is set by the state, and the unit only implements it according to the rules. In fact, the system not only refers to the laws and regulations formulated by the state, but also includes the methods and institutional rules formulated by the unit according to the actual situation without violating the state system. According to the idea of structured management content, we can work out all aspects of personnel work in blocks and systematically. Form a work style with rules to follow and act according to the rules. Avoid or minimize the subjective randomness of work and the unnecessary troubles it brings.

2. Enhance the democracy of personnel work.

Promote the system with democracy and guarantee democracy with the system. Democracy and institutions are two sides of the same question and cannot be separated. Without democracy, there is no system, and without system, there is no democracy. We must establish and improve democracy in personnel work. Through institutionalized methods, democratic recommendation, opinion polls, democratic evaluation, inspection of personnel departments and collective discussion of party committees determine the selection and appointment of personnel; Through open competition and fair evaluation, the post and work performance are evaluated, and wages, rewards and punishments are determined.

Third, rights and responsibilities are equal.

Equivalence of rights and responsibilities refers to the adaptation of a certain power to a certain duty, or a certain duty to a certain power.

At present, the personnel department has unequal rights and responsibilities. The implementation of contract system, factory director responsibility system and the establishment of modern enterprise system have affected the authority of personnel department to some extent, which is in line with the law of development. But in fact, at present, the responsibilities of many personnel departments are limited to dealing with daily specific affairs such as employment relations.

It should be said that the personnel department, as an organic part of an organization, should not only have certain transactional responsibilities, but also have the power corresponding to its responsibilities or greater responsibilities to manage, coordinate and optimize the allocation of resources, and the management must have certain responsibilities and corresponding powers.

In the United States, until recent years, the "personnel department" is generally regarded as a functional unit or department of an enterprise, which is mainly responsible for formulating the company's policies, plans, recruitment, employment, training, evaluation, reward, evaluation and punishment. In the past, these traditional personnel functions were regarded as procedural or transactional work, and the company's expenditure in this regard was only regarded as an expenditure. However, in recent years, the situation has changed. The function of personnel department is increasingly regarded as an integral part of enterprise management or industry management, rather than an isolated unit. It is gradually regarded as an asset and investment, not just an expenditure.

Through the above analysis, the rights and responsibilities of the personnel department are mainly solved through the following ways:

1, leading decentralization.

2, straighten out the relationship between the personnel department management and service functions.

3. Open up new ideas and seek new management contents and methods.

Fourth, the institutional setup is scientific and flexible.

In our country, most of the existing personnel departments set up two institutions of labor and personnel, or one institution of human and labor department, which is mainly set flexibly according to the situation of the unit. However, with the development of society, the contradiction between them has become increasingly prominent. For example, the personnel department, personnel and establishment will remain unchanged. It is necessary not only to manage the labor and capital work of cadres, but also to undertake a lot of work such as submitting various statistical reports to various departments at all levels and managing insurance, housing provident fund and employee training. There are no full-time people engaged in this kind of work, everyone has several jobs, and many jobs are difficult to manage.

According to the needs of market development and reform, the personnel department needs to be set up scientifically and flexibly.

1. In large and medium-sized institutions, we should intensify reform and seek truth from facts. According to the complexity of workload and content, we can divide the work of personnel department into administrative cadre management, technical cadre management, workers management, labor quota management, labor protection management and various insurance management.

2, small institutions, individual and private economies, and even medium-sized units set the work content of the personnel department in a comprehensive department, and set up a virtual personnel department, such as some foreign companies, without a special personnel department. The functions of the personnel department are concurrently held by the personnel of the management department, or the main work is selected from the following lines, and transferred from the personnel who know both management and technology. This not only reduces redundant staff, but also strengthens management and improves work efficiency.

Verb (abbreviation of verb) personnel specialization

At present, most of the personnel in the personnel department are technicians or simple administrative personnel, who have the advantages of their work: understanding the practical knowledge of production and facilitating the deployment of front-line personnel in production; Be good at ideological and political work of employees, and coordinate the relationship between personnel at all levels and departments. But generally speaking, they lack comprehensive and systematic management ideas and knowledge, and management still stays in the traditional experience management mode, lacking modern scientific management ideas and management means.

Fortunately, some departments have begun to pay attention to this problem. Their main strategies are:

1. Absorb and accept professionals with special education.

2, professional training for personnel workers.

3. Strengthen investigation and study, and strengthen lateral learning.

In fact, in the form of market economy, with the separation of government and enterprise, the establishment of modern enterprise system, as the personnel department itself, should also be reformed, walk in the forefront of reform and get out of the reform model. This is also an important part of organizational reform.