On enterprise management innovation from Haier's human resource management reform

On enterprise management innovation from Haier's human resource management reform

For the audit of enterprise human resource management strategy matching, it is very important to compare the human resource management models of typical enterprises in the same industry or similar industries, including the construction and evolution process of human resource management system, find out the shortcomings of their own human resource management system, learn from the experience of other enterprises, and clarify the direction and path of human resource management system construction.

A typical enterprise reference case: the reform of Haier human resource management

Case Background In order to adapt to the situation of global economic integration and manage global brands, Haier began to enter the stage of global brand strategy, and 2006 was the year when Haier's global brand strategy was launched. At this stage, Haier puts more emphasis on creating a localized Haier brand in each country's market. Its goal is to enhance the competitiveness of products and enterprises, achieve a win-win situation with suppliers, customers and users through enterprise management innovation, change from a single culture to a multi-culture and realize sustainable development.

However, due to the limitation of the quality and ability of the original personnel, the globalization strategy has never been able to make a substantive breakthrough. In this context, Zhang Ruimin hopes to reform the existing personnel team. Remodeling? In order to quickly enhance the competitiveness of employees, Haier started in 2007? Thousand-day process reengineering? Among them, human resource system reengineering is the most important, and its goal is to improve the talent selection and appointment mechanism and create an environment for talent training and development by comprehensively sorting out and optimizing the group's human resource management system and process, so as to lay a solid foundation for the group to realize management informationization, improve management efficiency and reduce costs. Its specific contents include: optimizing the human resource management system, combing the human resource management process, creating a talent training and development environment, combing and optimizing the talent selection and appointment mechanism, and realizing management informationization.

Systematic overview The reconstructed Haier human resources system is mainly composed of three parts: employee management, core talent management and talent development environment, and solidified by HRIT.

HRM, HRD, HRT++ and HRIT constitute a complete operating system, and all parts are interrelated and support each other, forming an organic whole.

Human resource management system (HRM): It combs, optimizes and reorganizes the systems and processes of five core modules: post system, ability system, performance system, salary system and career development system.

Human resource development system (HRD): a newly established human resource development system, which strengthens the cultivation and management of core talents from four aspects: selection, use, education and retention; With what? Head @ Haier? The launch of the training plan for middle and senior managers and? 1+ 1+N？ Mode？ Succession plan? As a representative, it provides a systematic system guarantee for the development and reserve of reserve talents.

Human resource transformation system: it is essentially the transformation of human resource department itself, and its contents include: formulating human resource strategy to support enterprise strategy; Create an organizational atmosphere to support the development of talents, including defining the responsibilities of line managers as human resource managers and improving their human resource management capabilities; Improve the ability of HR professionals to gradually assume the role of HR experts, liberate HR personnel from a lot of routine work through the service center of human resources, truly play the role of business partners of enterprises, and create a good development environment for talent development.

Human resource management system (HRIT): Consolidate and improve the achievements of human resource system reform through information system, so that the design scheme can be implemented.

The design and transplantation of human resource management system took nearly a year, and it takes a long and continuous process to realize integration and landing. The construction of the whole system is divided into four stages:

(1) transplant stage: based on the management systems of advanced multinational companies such as IBM, rebuild Haier's basic human resource management system, including human resource management system (HRM), human resource development system (HRD), human resource transformation system (HRT++) and human resource management system (HRIT).

(2) Digestion stage: realize the trial operation and integration of transplanted human resources modules, including functional trial operation (evaluating the trial operation effect of each module and gradually improving and perfecting it), system integration (integrating the functions of each module and realizing the systematization of functions through mechanism design), strengthening change (strengthening change management and improving employees' cognition and recognition of change) and business integration (closely combining the achievements of human resources reform with business systems).

(3) absorption stage: promote the solidification and deepening of the transformation achievements of human resource management, and optimize and improve them, including capacity improvement (making training plans to improve the capabilities of ordinary employees, core talents and HR personnel), organizational improvement (strengthening the construction of employees' organizational atmosphere and improving the organizational environment for development) and performance improvement (strengthening the monitoring of the implementation effect of transformation, and formulating improvement measures for transformation performance through the detection, evaluation and analysis of transformation performance indicators to improve the organization.

(4) Perfection stage: make necessary supplements and amendments to the relatively perfect human resource system in the later period, pay attention to the matching of the human resource system with the enterprise strategy and development environment, and pay attention to the long-term and continuous improvement process.

From the above-mentioned transformation of Haier's human resources, its characteristics include:

(1) Define the road map and implementation plan of the transformation: In the preparation stage of the transformation, define the implementation scope, implementation steps and key time nodes of the human resources transformation project, and ensure the planning and operability of the transformation.

(2) Build a comprehensive framework for human resource transformation: not only reshape the basic system of human resource management, but also pay attention to the cultivation and development of core talents in enterprises. At the same time, create an environment for human resources transformation, build an information system, and solidify the results. The combination of the four aspects has truly made the work comprehensive and focused, and the implementation of the plan has both organizational support and IT guarantee. The transformation results not only optimize the management system, but also improve the personnel capacity. This four-in-one human resources reform framework provides a methodology for large enterprises to carry out overall human resources reform.

(3) Get great attention and strong support from leaders: middle and senior managers actively participate in the leadership talent training plan. Through training, they changed the managers' management ideas and improved their management skills, and promoted the top-down transformation by changing managers first and then leading employees to change.

(4) Gradual transformation mode by stages: adopt a four-step strategy of transplanting first, digesting later, optimizing and finally improving, and gradually introduce and integrate international advanced management methods and experiences into the enterprise through three-year phased implementation to avoid being eager for success and difficult to digest.

(5) Formulated the evaluation index of transformation effect: At the initial stage of human resources transformation, set a set of evaluation indexes including key position reserve rate, employee satisfaction, per capita labor productivity, labor efficiency, etc., as the basis to measure the success of human resources transformation. The setting of these four indicators has defined the work objectives for complex and huge transformation projects and provided effective assessment and incentive basis.

From the perspective of enterprise management consulting, the strategic matching, scheme design and implementation path of Haier's human resource transformation have very important reference value for the construction of enterprise human resource management system:

(1) Reference to the target: In the period of enterprise strategic transformation, human resources must grow into strategic partners for company development, driven by the transformation of human resources, rather than passively waiting for changes.

(2) Structural reference: For enterprises, core talents should be highlighted in human resource management, basic systems should be generally optimized, and professional systems should be optimized with characteristics; The human resource management system not only emphasizes the professional quality of the personnel in the system, but also continuously optimizes the human resource management consciousness and quality of line managers; We should fully realize the importance of human resource information system.

(3) Path reference: for the construction of enterprise human resources system, we should be prepared for long-term continuous improvement, and we can't expect to do it overnight; For the enterprise human resource management system, it is not so much a thorough transformation as an optimization and systematization.

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