Development trend of human resource management in modern enterprises

Development trend of human resource management in modern enterprises

China's economic development mode is changing from extensive to intensive. The transformation of economic development mode requires that the value of human capital must be improved and the advantage of a populous country should be transformed into the advantage of high-quality human capital. This paper summarizes the five trends of modern human resource management, and puts forward the overall direction and operational strategy of human resource strategic management in Chinese enterprises according to these five trends. The following is the development trend of human resource management in modern enterprises that I brought to you. Welcome to reading.

The development trend of human resource management in modern enterprises 1 green.

The concept of "green" was put forward in 1950s. With the establishment of 1984 American Green Party, the concept of "green" is no longer limited to ecology, but extended to democracy, harmony and sustainable development. In recent years, the concept of green has been developed in China, and the green and low-carbon economy has become the goal of economic development in China. Building a green market, green enterprises and implementing green management have become the internal driving force for the development of enterprises in China.

Green human resource management is to add the concept of "green" on the basis of traditional human resource management, and realize the harmony of mentality, human behavior and ecology under the guidance of green concept. Generally speaking, green human resource management revolves around "one center, three basic points and five major matches", which is also the core and essence of green human resource management. "One center" means taking the enterprise strategy as the center, and enterprises should incorporate the "green" concept into the enterprise strategic system to guide the development of each module of green human resource management. "Three basics" are employees, posts and environment. Green human resource management includes not only employees and posts, but also environmental factors. In the process of staffing, the concept of "green" should be added to ensure fairness, openness and justice, whether it is based on posts or posts. The "five major matches" are the matches between people and work, people and work, people and environment, and enterprises and environment. Giving full play to people's talents is an important way to maximize the value of human resources. The personal quality and personality characteristics of employees match the requirements of the post for quality, so that employees can play their subjective initiative.

globalization

Globalization is not only the globalization of capital, products and information, but also the globalization of human resources. With the rapid growth of transnational wealth, the competitiveness of enterprises in the global environment increasingly depends on whether they have talents with international background, transnational learning system and global evaluation and reward system. The human resource strategy of an enterprise must have a global vision in order to win two wars of human resource management at home and abroad. The international environment requires human resource managers to work in a wider range of functional areas, including determining salary plans according to exchange rate changes, considering the impact of taxes in different countries on employees' income and other specific things, constantly improving the organization's learning and cooperation capabilities, managing diversity, complexity and uncertainty, and also forming a global work team and formulating the global strategy and organizational structure of enterprises.

change

With the acceleration of enterprise globalization, enterprise employees are becoming more and more diverse. Employees are differentiated and heterogeneous human resources, and their knowledge and skills are integrated and utilized by enterprises, forming the driving force for enterprise development and innovation. However, diversification brings complexity and uncertainty to management, which requires managers to change their original business philosophy, recognize differences, and deal with differences without discrimination in a way that can ensure the stability of employees and improve productivity. Specific practices, such as developing the same values, visions and goals; Create a culture and environment suitable for the coexistence of multiple working methods; Make good use of the unique skills and creativity of employees of all ages, levels and cultural backgrounds; Provide personalized and diversified career development training to promote the "integration" of employee career development path and enterprise development; Provide a "buffet-style" salary combination, so that employees feel that their efforts are rewarded and so on.

flexibility

"Rigid human resource management" takes "rules and regulations as the center" and manages employees by means of system restraint, discipline supervision and reward and punishment rules, which is a popular Taylor management model in the 20th century. "Flexible human resource management" is "people-centered", oriented to meet customers' needs and preferences, based on improving employees' ability to adapt to changes, and taking promoting learning, inspiring inspiration and insight into the future as the most basic management functions. On the premise of respecting people's personality independence and dignity, on the basis of improving employees' centripetal force, cohesion and sense of belonging to the enterprise, decentralized management is implemented. Flexible management pays more attention to employees' enthusiasm and creativity, initiative and self-discipline. Establishing responsive employees and reasonably empowering them is the key to implementing flexible management mode, which needs to provide a mechanism and environment to "give full play to individual talents", encourage innovation and display personality in an informal way, develop multi-task skills of employees and managers, establish a competency-oriented performance appraisal and salary incentive system, emphasize jumping and change, speed and response, sensitivity and flexibility, and pay attention to equality and respect, creativity and intuition, initiative and entrepreneurship, foresight and value creation.

More knowledgeable

As "knowledge-driven" wealth replaces "capital-driven", we will bid farewell to the power game of "capital hires labor" and follow the theoretical logic of "knowledge hires capital". In knowledge-based enterprises, the role of knowledge in enterprise strategy is more reflected in the strategic role of knowledge-based employees in enterprises. However, due to its uniqueness, knowledge workers seem to be difficult to manage:

First, knowledge workers are highly mobile, and they don't want to work in an organization all their lives, so they change from pursuing lifelong employment to pursuing lifelong employment ability. Frequent mobility and collective job-hopping often bring crisis to enterprises;

Secondly, it is difficult to directly monitor the work process and measure the work results of knowledge workers, which makes the establishment of organizational value evaluation system complicated and uncertain;

Thirdly, the ability and value contribution of knowledge workers are quite different, there is a mixed and alternating demand model, and the demand elements and demand structure have also changed. They not only demand salary returns, but also pay attention to job-hopping and value-added mobility, personal growth and development.

Fourth, knowledge is replacing position authority, which leads to the blurring of leadership boundaries and requires a fundamental change in leadership style and methods.

To manage knowledge-based employees, we can first try to classify employees according to the strategic value and enterprise specificity of the knowledge they have, and adopt a differentiated human resource management model of hierarchical classification; Secondly, we should establish different psychological contracts with them according to their different perceptions and expectations of the organization, such as salary expectations, development expectations, responsibility expectations, emotional expectations, integrity expectations and so on.

The development trend of human resource management in modern enterprises 2 With the deepening of reform and opening up and market economy, enterprises in China have truly become the main body of market competition, realizing self-management, self-financing, self-development and self-management. Under the background of enterprise transformation and structural upgrading, enterprises are more and more aware of the importance of human resource management, and on the basis of fully drawing lessons from the successful experience of human resource management in domestic foreign enterprises and institutions, they have gradually formed a modern human resource management model, which has provided good talent and technical support for enterprise development. With China society stepping into the era of knowledge economy, human resource management of enterprises is also facing greater challenges. Therefore, enterprises must recognize the current situation of human resource management, base themselves on the reality of enterprises, adopt effective strategies and strengthen human resource reform, so as to promote the continuous improvement of economic and social benefits of enterprises.

First, the status of human resource management in China enterprises

(A) the management of enterprises has not paid enough attention to human resource management.

With the reform of China's economic system, profound changes have taken place in enterprise management, especially in human resource management. However, due to the influence of traditional management ideas, many enterprise managers do not fully realize the importance of human resource management to enterprise development, so they do not give enough attention and support to human resource management in enterprise management practice, which leads to the low efficiency and benefit of human resource management in enterprises and restricts the sustainable development of enterprises to a great extent. In addition, although some enterprises have seen the benefits of human resource management to enterprise development, there are still great deficiencies in the construction of supporting mechanisms, such as imperfect salary system, unreasonable incentive mechanism and unscientific employment system, which leads to serious brain drain.

(B) the professional quality of managers is not strong, and the way of human resource management is backward

With the development of modern enterprise management, human resource management is a relatively new thing. In many enterprises, human resource managers are influenced by traditional management concepts and lack of research on human resource management knowledge and theory, which leads to their low professional level and skills. In management practice, the methods of human resource management are single and backward, which can't really play the role of human resource management. In addition, some enterprise human resource managers just blindly imitate or mechanically copy the human resource management models and experiences of other enterprises at home and abroad, without combining the actual situation of their own enterprises, and without seeking truth from facts and making overall plans, which makes the quality of enterprise human resource management not high.

(3) The salary structure and incentive mechanism of enterprises are unscientific, and the mobility of talents in enterprises is too large.

Talent is the foundation of enterprise development. If the mobility of talents in enterprises is too large and the brain drain is serious, enterprises will lose the motivation and guarantee for development. Some enterprises pay too much attention to economic benefits, but do not pay attention to the cultivation of employees' centripetal force and cohesion, and the construction of corporate culture, which makes employees' work enthusiasm and division of labor and cooperation poor, and employees lack a sense of belonging and security, so they cannot devote themselves to their work wholeheartedly. Once there are other job opportunities or other companies have more favorable treatment, employees often choose to quit. In addition, in some family enterprises, managers are crony, do not attach importance to human resource management, and have not formed a systematic talent management mechanism. There is a blood relationship between managers and employees, which often gives employees a feeling of being an outsider, and employees have little room for improvement and initiative. Therefore, the enthusiasm and initiative of employees are generally not strong.

(D) the lack of long-term talent strategy, human resources management is not systematic

Human resource management is an important part of enterprise management. Enterprises should take it into account when formulating development strategies. Combined with the actual situation of enterprises, formulate targeted talent development strategies and give full play to the positive role of human resource management in improving the efficiency of enterprises. However, due to the management personnel, internal mechanism construction and other factors, the human resource management of enterprises is not systematic, and there are some problems such as unclear division of labor, unclear rights and responsibilities, and weak goal orientation, which have not achieved meritocracy.

Second, China enterprise human resource management development trend analysis

(a) The intensity and scale of investment in human resources will be greater.

With the rapid development of information technology, knowledge and talents gradually replace labor and become the most important productive forces. The competition among enterprises has also changed from commodity and price competition to talent and technology competition. In order to promote the continuous learning of employees and improve their professional quality, enterprises will strengthen the training of employees by increasing the investment in financial resources, time, talents and scale, and improve the soft power of enterprises through modern human resource management. Enterprises will pay more attention to the growth of employees and cultivate their loyalty and centripetal force, thus reducing the cost of human resource management.

(b) Human resource management will be more standardized and efficient.

Management produces benefits. With the maturity of modern management theory, enterprises are committed to strengthening the construction of human resource management system and system, improving the standardization and efficiency of human resource management, providing talents and technical support for enterprise development, and constantly improving the core competitiveness of enterprises. In practice, more enterprises will attach importance to enterprise strategic planning and research, and realize the growth of employees and enterprises through scientific human resource management strategies, thus stimulating the enthusiasm of employees and achieving the goal of win-win for enterprises and employees.

(C) The phenomenon of human resource outsourcing management has increased.

In order to improve the professionalism and effectiveness of human resource management, enterprises will hire professional human resource management companies or expert teams to manage human resource management professionally. Outsourcing of human resource management helps enterprises to reduce management costs, pay more attention to production and operation, and then obtain greater economies of scale and stronger market competitiveness. In addition, with the continuous improvement of enterprise information construction level, electronic human resource model will be gradually applied to reduce management costs and improve the efficiency of human resource management.

(d) Accelerated mobility of human resources managers.

The flow of talents is a common phenomenon today. Under the condition of market economy, employees, like enterprises, will constantly pursue the maximization of their own value. Therefore, it is difficult for employees to serve in an enterprise for life. For enterprises, the loss of human resource managers will bring huge losses to enterprises. To improve the loyalty of human resource managers, enterprises should first strengthen the construction of corporate culture and use culture as a link to motivate and assimilate human resource managers. In addition, enterprises should constantly improve the salary, benefits and employee development channels, effectively reduce the mobility of human resource managers by enhancing their competitiveness and attractiveness, and control them within a reasonable range.

Third, improve the level of enterprise human resources management effective strategies

(A) the reform of enterprise performance appraisal system, innovative human resource management.

Human resource management directly affects the management efficiency and cost control of enterprises, and is related to the promotion of core competitiveness of enterprises. Enterprise managers should attach great importance to human resource management in thought and action, actively explore efficient human resource management methods, constantly reform the enterprise performance appraisal system, realize the best use of talents, and stimulate employees' work enthusiasm and loyalty and belonging to the enterprise. At the same time, it is necessary to innovate human resource management on the basis of investigating the relationship between enterprise development and talent demand, so that human resources in enterprises can be rationally allocated and the value of human resources can be maximized.

(two) to carry out career planning education, enhance the sense of ownership of employees.

Only by putting employees first, enhancing employees' sense of ownership, creating a harmonious working environment and atmosphere for employees and a good personal development channel can employees have a strong will to love and expand the enterprise and consciously make greater contributions to the enterprise. In a fiercely competitive social environment, enterprises should integrate their internal human resources, establish a human resources management model that conforms to the actual situation of enterprises, conduct regular career planning education for employees, improve their work skills and comprehensive quality, make employees truly become the masters of enterprises, grow together with their human resources with hope, and create more benefits for enterprises.

(C) to strengthen the construction of corporate culture, improve the human resource management system

Corporate culture is formed in the long-term operation and development of enterprises, which embodies the spiritual wealth and material form of enterprises. Corporate culture is the soul of an enterprise and an inexhaustible motive force for its development. Therefore, enterprises must constantly strengthen the construction of corporate culture in various ways, so that employees can consciously uphold the value concept of enterprises in their work and carry out effective self-management and construction. At the same time, enterprises should actively improve the human resource management system, design differentiated growth models for different employees, adopt the way of going out and inviting in, strengthen the professional training of employees, organically integrate human resource management with corporate culture construction, and promote the value-added of human resources.

Four. Concluding remarks

To sum up, China enterprises have now realized the importance of talents, and many enterprises have made great progress in human resource management. However, in general, there are still many problems and shortcomings. Only by focusing on long-term development and constantly strengthening and innovating human resource management can enterprises provide sufficient talent support for their sustainable development and thus enhance their market competitiveness.

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