Combined with some experience in providing human resources consulting services, it is considered that there are four bottlenecks to be broken in the eHR process of China enterprises under the current realistic environment:
Lack of management consciousness of top management in enterprises
In the years of rapid economic development in China, the training of enterprise human resource management mainly focuses on professional human resource managers, while ignoring the relevant training of CEO, which makes many CEOs lack both rational and perceptual knowledge of human resource management. For most CEOs, human resource is the most vague concept among many business elements (capital, technology, market, talents, etc.). ) of a company. They often regard human resources as the final cost, but they have not really raised human resources management to an important strategic height. Therefore, the human resources department of an enterprise should first make CEOs aware of the importance of human resources management and make them the demand initiators of human resources management.
Resistance from within the human resources department
The resistance from the internal HR department is mainly manifested in two aspects: First, the lack of basic theory and ability of HR personnel, which is a common phenomenon in many domestic enterprises. On the whole, there is still a shortage of professional HR talents in China, and the human resource management of many enterprises is still at the stage of personnel management, let alone strategic human resource planning for the long-term development of enterprises. Second, some HR personnel have phobia about new technologies, and they don't understand and are unwilling to learn new technologies. After the successful implementation of enterprise eHR, a lot of traditional transactional work can be handled quickly through electronic information system, which will inevitably change the workflow and methods that HR personnel are used to, and they will undertake more creative work. In the past, how much data the HR department had, the accuracy of the data may only be clear to them, but after adopting e-HR, all the information will be exposed to the leaders of enterprises and the personnel of relevant departments, which will put pressure on the HR department. The lack of ability and the drive of self-interest make some HR personnel passively look for various excuses and are unwilling to promote the enterprise's e-HR process.
The overall level of enterprise informatization is unbalanced.
The overall level of enterprise informatization is also the key factor to decide whether to introduce eHR. After several ups and downs of ERP, CRM, SCM and various financial software, many enterprises have some information platforms, but the operation level is mixed. Therefore, when carrying out eHR work, enterprises should fully consider the foundation of the original electronic hardware platform and the construction level of the original financial, logistics, business and other information systems from the actual situation of enterprises. Only enterprises with a high degree of informatization are more suitable to introduce eHR operation platform and enjoy the convenience brought by informatization. Even if the enterprise has a good foundation of information platform, when choosing eHR system, it is necessary to avoid being greedy for perfection and pursue fashion, and must be accurately positioned and tailored.
Professional "external brain" is not "professional"
At present, there are few experts and scholars who can deeply study how to effectively realize the informationization of human resource management in China. In reality, businesses and enterprises that really know how to be effective are rare. China's market economy system construction is still in the stage of adjustment and improvement. At present, some professional human resources service organizations only regard HR service of enterprises as a short-term and rapid commercial means, and mechanically transplant foreign management technology to domestic enterprises. Most domestic EHR&D personnel only know system development and information technology, but few really know management or human resource management. Professional management consulting companies, which are well aware of the nature of human resource management, lack technical talents in information technology to some extent. The seamless connection between management and software technology, and the effective connection between human resource management and informatization are the keys for China enterprises to successfully realize eHR.
Last year, when a large tobacco group was bidding for a software supplier to realize eHR, the project suddenly came to an abrupt end. Originally, in the process of cooperation intention contact, both parties found that only after the enterprise established the modern human resource management concept and system, the implementation of human resource management informatization would come naturally, and eHR software company alone could not fundamentally and comprehensively improve the level of human resource management. The tenderer has to start from scratch.
China enterprise eHR, "confused" is far from it. Faced with the temptation, we strongly feel that the human resource management of Chinese enterprises is generally so "rule by man", backward, extensive and unbalanced. To some extent, talking about "human resource management" is still an extravagant hope for most domestic enterprises that are still in the stage of personnel management. How can we simply pursue eHR?