How to develop and train human resources

With the increasingly fierce competition, the trend of internationalization and integration makes the competition between enterprises manifest as the competition between industrial chain and supply chain. Enterprises consider resource allocation from a global perspective. At the same time, the role of human resources department in enterprises has also changed from "cost center" to "profit center". On the one hand, fierce competition intensifies the competition for talents, on the other hand, the entry of a large number of multinational enterprises intensifies the preemption of domestic talents, which makes enterprises strengthen the construction and management of human resources departments. Theoretically, the main functions of systematic human resource management include human resource strategy and planning, job analysis, employee recruitment and distribution, training and development, performance management, salary management, career management and employee relations. And extend from the enterprise to the management of employee turnover, and pay close attention to employee relations.

At present, the relevant human resource management training mainly focuses on performance management, salary design, balanced scorecard, employee career planning, recruitment skills and so on. Most of them are functional special training, and some of them are effectively combined with management skills. Such as the cognition of the role, how the senior, middle and grass-roots managers of the enterprise do their jobs well and try their best to achieve the business objectives of the enterprise. The misunderstanding of role cognition lies in how to do your best and do your duty; Time management, good personal habits, ABC analysis, four quadrant division of important emergencies, etc. Management communication, communication art training, communication object analysis, communication method analysis, and communication skills with superiors and subordinates. Management by objectives, including the principles of management by objectives, the steps of setting objectives, how to establish the objective system, and the implementation of objectives. Incentive, salary increase, promotion, etc. , including what is incentive, incentive method analysis, incentive strategy, dynamic incentive, static incentive, etc. The cultivation of leadership charm and art, such as power discipline, several leadership styles, several stages of subordinate development, the shaping of leadership charm and influence, etc. For team building, such as how to build a goose-like team, team role, organizational role and team role, methods to deal with team conflicts and so on.

First, analyze the different functions of human resource management

For performance appraisal, there are mainly comparative appraisal method, absolute appraisal method, relative appraisal method and GRS；; ; Bar; An evaluation method of behavior target grade: Behavior observation scale BOS；; BSS evaluation method; Management by objectives MBO method and so on. Looking for KPI in assessment, the common tool is the value tree method; Fishbone diagram and brainstorming method; Key result field method; Key success factor method; Target strategy method. The implementation of KPI is not only a matter for human resources department or enterprise management department, but also the organizational model of performance management and the responsibilities of each department. Communication difficulties in implementing performance management; The relationship between performance management and corporate culture and so on.

The training of balanced scorecard is mainly analyzed from four angles: (1) What do customers think of us? (customer perspective); (2) What must we be good at? (inner corner); (3) Can continuous improvement create value? (innovation and learning perspective); (4) How can we satisfy shareholders? (financial point of view). However, the key of the balanced scorecard is to consider it from a strategic perspective and analyze it from the perspective of corporate stakeholders.

For job analysis and job description design, it is mainly to innovate job description and business process; Collect job analysis information; Interview method (such as question bank); Design PAQ (job analysis questionnaire) through questionnaire survey; Method of describing location; Determine the qualifications of the incumbent; Skills of designing and assigning job responsibilities, such as enriching and diversifying job responsibilities. Difficulties in job description; How to improve the quality of indicators (SMART, etc. ) and so on.

For employees' career planning, we should consider it from a long-term perspective and design it dynamically, so that employees can see their own vision, have entrepreneurial spirit and internal entrepreneurial spirit, and have sufficient development space. Establishing an incentive mechanism based on strategy, implementing humanized management from the perspective of "situational people", not only in economic aspects, but also in spiritual and emotional aspects, implementing and considering details, cultivating employees from the aspects of competence and professionalism, giving them sufficient development space and environment, allowing them to exert their subjective initiative and maximize their potential.

For the design of salary, the goal is to meet the needs of the company's overall business strategy; Ensure that the company's salary level is competitive with the outside world; Ensure the internal fairness of the company's salary system; Provide management tools for salary decision-making. When designing the salary of marketing personnel, the main criteria to be considered are: first, job evaluation. Job evaluation, also known as job evaluation or post evaluation, is to determine the importance of various jobs in an organization and their relative value or comparative value by certain methods, which is the basis for grading and salary distribution of employees in various positions in the organization; Job evaluation aims to study the components of all kinds of work, rather than involving the effectiveness of all kinds of work; Job evaluation is the basis of establishing a fair and reasonable salary system, and the job description obtained from job analysis is the basis of job evaluation. The second is the same industry level. If the salary level is lower than similar positions in the same industry, it will be difficult to attract or retain available talents; If the salary level is higher than similar positions in the same industry, it will definitely increase the cost of talents. It is difficult to refer to the level of the same industry, mainly because there are still great differences in various jobs between the same industry, and it is not easy to obtain reliable information. In practice, we should refer to the salary level of the same industry and combine the overall strategic objectives of the company. In other words, the actual salary level cannot depend entirely on the market price, but should be considered comprehensively, such as attracting and retaining employees in need; The organization has the ability to pay; Able to achieve the strategic objectives of the organization. Of course, when determining the salary level, we should also pay attention to the salary level of other positions in the enterprise, especially the consistency of the salary of each position in the sales department. In the specific salary design process, the general salary system mainly includes basic salary, monthly bonus, annual bonus, statutory welfare and insurance, and general manager's special award. However, some enterprises closely link the salary of employees with current performance and future development, which embodies three functions: first, the salary standard conforms to the distribution principle of more work and more pay; The second is to establish a psychological environment that can motivate employees to keep forging ahead; The third is to let employees share the benefits brought by enterprise development with the company.

For employee training and development, it mainly includes the establishment and implementation of the training system, how to become a professional internal training lecturer, trainer and budget formulation, how to implement training and evaluation, how to train follow-up counseling skills, how to carry out career planning, the guiding principles of their own career management, promotion and job transfer management; The handling of employee relations mainly includes company policies and employee relations, the handling of employee disputes and complaints, the communication of employees in the department, and the interviews of employees entering and leaving.

Second, systematic thinking on human resource management.

To a great extent, the effectiveness of enterprise human resource management depends not only on the human resource management department and its work effectiveness, but also on the awareness and actions of various departments and department managers in the enterprise. The more non-human resources managers know about the work of the human resources department, the human resources management system and workflow, the closer and more harmonious the cooperation and communication with the personnel department, and the greater the help to the human resources management of the whole enterprise. Human resource management is a systematic work, not just the work of human resources department. In a developing enterprise, the human resources department is increasingly responsible for the formulation and implementation of human resources policies, and the functional departments, as the end users of "human resources", are increasingly responsible for the implementation of human resources management, ensuring the realization of departmental goals from the aspects of post setting, talent selection, employee development training and assessment. In the specific process of human resource management, we should think systematically and consider it from the overall perspective of the enterprise. For example, in the process of salary management, employees should not only compare horizontally, but also compare vertically. Therefore, when designing salary, we should consider the factors of absolute salary and relative salary in the current job market, and decide the salary level according to the differences of their qualifications, experience and work content. Second, different companies should adopt different salary systems according to their own reality and industry nature. For example, for marketers, the marketing models of enterprises targeting industry customers and enterprises targeting end users are different, so different salary systems should be adopted; For some well-known enterprises with mature management system and relatively stable customer base, their sales come from the overall planning and promotion investment of the company to a greater extent. Adopting high salary and low commission, or annual salary system, is more conducive to maintaining and consolidating the existing market channels and customer relations, maintaining internal stability of enterprises, and is conducive to the stable development of enterprises; On the other hand, if an enterprise is in the initial stage, it needs to rely on salespeople to visit customers constantly to explore the market, or the nature of products determines that it needs to constantly explore new customer sources and keep close contact with customers. The salary system with low salary and high commission can stimulate the enthusiasm of sales staff. Third, it is necessary to adjust flexibly and dynamically, and the timing and amount of bonus payment should be adjusted flexibly and dynamically. For example, at present, most enterprises adopt the mixed salary system, and the bonus reaches 70-75% of the established sales target, which can generate appropriate impetus; 100% achieve the goal, the bonus will be paid, and the sales staff will lose confidence. Although the bonus amount is the same 100%, you should get more extra bonuses if you exceed it. In order to maximize the driving force, the best way is to give bonuses every quarter or every six months. However, the bonus should be paid in full at the end of the year, and a small part can be left until the end of each quarter, so as to avoid paying more than the total bonus of the whole year, and also to control the sales staff from artificially adjusting the target due to the target pressure. Fourth, it is necessary to establish reasonable assessment indicators and personalized salary design. In the design of assessment indicators, the work of different sales positions is decomposed into a series of specific indicators, and a total salary is set according to its relative price to the enterprise. Then, according to the weight of each index in the post, the total salary of the post is decomposed into various indexes, and the sales staff must strive to meet their own needs before they can complete these indexes. At the same time, it should be personalized and adopt different salary systems for different positions, such as the annual salary system for sales managers and directors; For sales managers, the mixed salary system is generally adopted; For back-office workers and novices, a fixed salary system is generally adopted, and extra bonuses are allocated accordingly.

In short, human resource management should be considered from the viewpoint of "complex person" and "situational person" on the assumption of human nature, and cannot be separated from the whole, such as the effective combination of salary design and performance appraisal; The training and development of employees are related to their job performance; The design of positions and the definition of responsibilities are related to the efficiency and performance of work. At the same time, we need to expand different functions, such as realizing resignation management in employee relationship management; For the development of employees, we should cultivate them for a long time, improve work efficiency through learning and education, and at the same time further train and learn, break through ourselves, achieve greater success, establish learning-oriented organizations and individuals, and start training them from school, in terms of skills, skills, corporate culture, ideas, etc. For incentives, we should pay attention to details, pay attention to people's needs at different stages, at the same stage and on different occasions, grasp employees' psychology, meet and guide their reasonable needs, and shape employees like eagles.