Since China's entry into WTO, it has brought very good development opportunities to enterprises. With the rapid development of enterprise scale and electronic information technology, enterprises pay more and more attention to the important role of "people" in enterprise development, and the information management of enterprise human resources is also paid more and more attention by enterprises. Therefore, the human resource management department of an enterprise has gradually changed from the role of the administration, general affairs and welfare committee in the past to a learning organization, a promoter of education, a consultant to senior managers, a strategic business partner and an expert in management functions. This change is manifested in:
The human resource management department needs to have the corresponding global human resource management skills, understand and master considerable business knowledge, and more importantly, it is required to speak the same "language" as the business department. Human resource management increasingly highlights its important role in the enterprise value chain, which is to provide added value for "customers" (including external customers and internal departments of enterprises) and consolidate the position of human resource management departments. The human resource management department should move from the position of "power center" to "service center". The human resources management department must have a brand-new way of thinking to consider what kind of human resources services "customers" need and how to provide these services, so as to establish the authority in the enterprise.
As a helper for enterprises to gain competitiveness, human resource management should pay more attention to the output of work, not just to do a good job. According to the strategic decision of human resource management, administrative efficiency, employee's contribution and the output of change ability. Human resource management is divided into four basic roles, namely, strategic human resources, the mechanism structure of management organization, the contribution procedure of managers and management reform.
However, before the integrated human resource management solution was launched, the collection, statistics and analysis of a large number of complex data were limited to manual or semi-manual, and there was no direct data connection between branches of the head office, which made it impossible to share human resource information and limited support for human resource development and decision-making, which undoubtedly became the bottleneck of human resource development in enterprises and limited the further development of the "people-oriented" business philosophy.
Therefore, it is necessary to liberate the human resource manager from the non-core and overly complicated traditional personnel management business, and complete most repetitive manual operations with concise and standardized business processes. At the same time, the human resources department should not only fully mobilize the enthusiasm and creativity of employees, but also consciously and prospectively move closer to the enterprise goals, which is the focus of modern enterprise human resources management informationization.