What role should a qualified human resource manager play in the actual management of an enterprise?
First, be a servant of the team.
Second, it is an instructor and a team member.
Third, the company's strategic partners.
Human resource management departments should be promoted from administrative experts and staff supporters who pay attention to daily operations to strategic human resource partners and change promoters of enterprises, and spend 80% of their time paying attention to the future, strategy and commercial operation of enterprises. Look at things from the boss's point of view.
Fourth, administrative management experts. Whether the files are complete, whether all employee information is collected in place, whether the recruitment process is proper, and whether the basic information such as training, assessment, salary and benefits, post adjustment, etc. are complete. This job requires care and patience.
5. Technical experts in human resource management.
For example, what recruitment methods are more effective? If you can't recruit new people, it is because the salary and benefits are not competitive. What is the level of peers? What is the salary level in the same field in Beijing and Shanghai? 1 10 or above, which method is the most effective? What is a 360-degree assessment, what is a civilian performance assessment method, what is a career planning system, and so on. From the aspects of talent selection, training, assessment, talent incentive, talent retention and organizational culture shaping. We must become experts in human resource management.
6. Public relations experts on internal and external relations.
Dare to be responsible for your boss, actively provide decision-making information and suggestions, plan ahead, think ahead of others, and use your brains to find ways to constantly find the best solution; You should treat your subordinates like a coach. You should not only plan, organize, lead and control, but also train your subordinates, enrich your knowledge, improve your skills and accumulate experience, so that your subordinates can become competent, skilled and responsible employees and play a synergistic role in various departments. Today's world is no longer an era of dominating the world alone. Only by cooperating with colleagues can we gain the overall advantage in the fierce competition. In cooperation with personnel, labor and social security departments, talent exchange centers, social security centers and other related units, the role is public relations, and it is necessary to make good relations with external partners on behalf of the organization and create a favorable external resource environment for the company. Between enterprises and employees, it should be a "bridge of communication, not a sandwich". We should face employees, implement policies and objectives on behalf of the organization, earnestly implement the requirements for employees, listen carefully to employees' suggestions and requirements, and truly reflect their voices.
Understand the position of human resource manager in the organization.
Be sure to define your own position and flexibly grasp the role transformation. In front of the boss, the human resource manager is an unusual assistant and staff officer; In front of colleagues, the human resource manager is a good server and supervisor; In front of subordinates, human resource manager is an excellent self-disciplinarian and demonstrator; In front of all employees, the human resources manager is both an athlete and a coach. In the relationship between human resource managers and employees, the most important and direct relationship is with their superiors, because they should always contact their superiors and exchange views with them on human resource systems and policies, personnel relations, and the handling of problems. So it can be said that the so-called human resource manager plays the role of assistant and staff officer, but only in the relationship with the boss.
Provide quality services for employees and serve the development of enterprises. It is necessary to help the heads of various functional departments correctly understand the various human resources systems and policies of enterprises, and finally reach a * * * understanding to avoid the situation that policies and systems cannot be implemented smoothly. Human resource managers should be good at dealing with the relationship with the heads of other functional departments, which is the key to the problem.
In the daily management of subordinates, human resources managers should pay attention to the "demonstration effect" of human resources department members in the organization. If we want to achieve this goal, we must also demand that we be "strict with ourselves". Let employees feel that every human resource manager of an enterprise is not only the maker of an organization's human resource system and policies, but also an exemplary executor. For all members of the organization, the human resource manager is the representative of the interests of the organization, and his duties cover the management of all employees. Therefore, in daily work, human resource managers should not only sprint towards the same goal with all employees like athletes; At the same time, like a coach, we should give guidance and help to employees anytime and anywhere.
Understand what kind of ability a human resource manager should have.
In the management of an organization, there are actually two categories: one is the management of human resources; The second is the distribution and management of production resources, or the management of material resources.
The person in charge of human resource management (manager or supervisor) shoulders the important responsibility of human resource construction and management of enterprises (or organizations), and holds the control and management rights of half (or even all) production factors, because human resources can be regarded as the first resource for the survival and development of enterprises (or organizations) in a sense. Therefore, in this sense, what kind of personnel to choose for human resource management is an important factor to ensure the effectiveness of human resource management. So what basic abilities should a qualified human resource manager have?
Affinity and excellent interpersonal skills.
Affinity is particularly important for human resource managers. For any manager, he should be "good at listening to what others can't hear and seeing what others can't see", while for a human resource manager, he should be able to find more different things and voices from what everyone can hear and see. Affinity is an important guarantee to use this ability effectively.
Professional ability to realize effective management of human resources
These functions include:
1. Human resource planning management and human resource management manual design ability.
2. Job analysis and performance evaluation management skills.
3. Salary and welfare management ability.
4. Human resource development and training capacity.
5. Ability of personnel system management.
Of course, as a human resource manager, you should also have organizational ability, leadership ability, expression ability, self-confidence (and interest or hobby in human resource management) and other qualities.
An excellent human resource manager, just like Bole looking for a swift horse, should have Tian Bin's talent, rich experience and comprehensive ability.
Understand the abilities that some excellent human resources managers should have.
First, excellent ideological quality and correct values.
Second, personality charm
Third, communication skills.
Fourth, professional skills.
Verb (abbreviation of verb) strategic analysis ability
Sixth, creativity.
Seven, determination
Understand the necessary skills of human resource managers.
First, be good at communication and coordination and pay attention to interpersonal relationships.
Second, do a good job in role positioning. Form the same or similar values with relevant departments, especially department managers, put yourself in the position, be the implementer of enterprise human resource management concept, and be the server of other departments or employees.
Third, high understanding. Is to have a strong understanding, to understand different people's personality, way of thinking, behavior characteristics, rather than self-centered. The human resources supervisor may not know the shortcomings of the employee, but he must know his advantages. Only in this way can he use his talents. HR technology has become the five core competencies that a new generation of HR must possess, among which strategic contribution is regarded as the primary competency of HR. In other words, HR can no longer be satisfied with handling internal affairs of the organization, serving internal customers and playing the role of diligent "old ox", but should become a strategic partner of the enterprise and contribute to its strategic development. To this end, HR must learn to dance with CEO.
HR should change its way of thinking. Learn to see things from the perspective of CEO. HR should know what the CEO is concerned about and what other business departments are concerned about, and on this basis, try to consider human resources solutions from the perspective of providing solutions for enterprises to achieve strategic development. HR should not pay attention to "people" for the sake of "people", but should jump out of the circle of "people", stand at a strategic height, understand the business status and development direction of the enterprise, and link any measures to pay attention to "people" with the business development of the company. Secondly, HR should learn the language of communication with CEO and other business departments. Zhang Guowei, director of human resources in China District of Henkel (China) Investment Co., Ltd. said that there is a generation gap between CEO and HR. On the one hand, HR doesn't know the CEO's language, on the other hand, CEO doesn't want to know the HR language. For example, CEO's language and HR's language are sometimes like "model operas" and F4' s "meteor shower". The two sides have nothing in common and certainly no strategic cooperation.
In most cases, HR only knows the professional knowledge of personnel management, while CEO pays more attention to market, capital, cost and benefit, and likes to speak with figures and statements. Therefore, HR should pay attention to "packaging" the professional problems of human resource management from the perspective of enterprise strategy, and express them in financial language, which has become a topic of concern to management and seeks similarities with CEO and other departments. Thirdly, HR should learn professional knowledge in finance and enterprise operation. The role of strategic partner puts forward higher requirements for the quality of HR. It is obviously not enough for HR to only participate in the strategic decision-making of enterprises and communicate with CEO and other business departments.
Know what kind of personality characteristics a human resources supervisor should have.
First, a high degree of integration. The human resources supervisor should have macro and high ability to thread pearls into chains with a thread.
Second, good planning ability. Be able to plan human resources programs such as recruitment, training, organizational transformation, corporate culture, talent retention strategy and talent screening.
Third, good coordination ability. The human resources supervisor has relations with employees, department heads and customers in many departments. He should be good at communication, have special feelings for people, realize the potential value of people, and be able to run in well and coordinate interpersonal relationships.
Fourth, innovative consciousness and innovative ability. For example, a job fair may have 300 or 500 booths. Can you attract talents in a novel way? In the state of not improving salary and welfare, come up with ways to motivate employees without money and so on.
Fifth, a high degree of willpower. For example, if we want to innovate a salary policy and turn a high base salary and a low bonus into a low base salary and a high bonus, it will go against the interests of some vested interests and conflict with people with different ideas. Without a high degree of willpower, good ideas will be lost, and enterprises will still run in chaos.
6. Good professional ethics. If you keep your mouth shut, spread the news that you haven't finalized the policy, leak the news when the high-level judges who to promote, and so on. , it will affect employees' trust in the upper level and various departments.
Division of labor and cooperation between line managers and human resources managers
The basic job of a human resource manager is to combine the long-term development goals of an enterprise with the actual situation of the enterprise, formulate perfect human resource management rules, regulations and standardized operating procedures, and perform departmental responsibilities on this basis, including daily management work such as human resource planning, employee recruitment, files, contracts, attendance, assessment, training, salary, welfare and resignation. At the same time, human resource managers should stand at the height of enterprise development strategy, actively analyze and diagnose the current situation of human resources, formulate specific human resource plans, and provide conditions for other straight-line departments to achieve goals and value-added services.
The basic job of the line manager is to accomplish the work objectives of the department, and at the same time implement the rules and regulations of human resource management within the department, and accept the guidance and supervision of the human resource manager.
Although the division of labor between line managers and human resource managers is different, line managers can't regard human resource management as a matter of human resource managers, and human resource managers can't just formulate systems and then enforce them, but should regard human resource management of enterprises as an uninterrupted spiral process. In this process, line managers and human resources managers must cooperate with each other, and there can be no disconnection between the establishment of the system and the implementation of the system.
Line managers are generally excellent workers in their own departments, with good professional quality and business experience, but not necessarily management experience, which requires job analysis under the guidance of human resource managers, clear job responsibilities and human resource management responsibilities, and master basic human resource management skills. Every line manager should know what personnel decision-making power, personnel suggestion power and personnel operation power he has within his department, and use his authority reasonably and appropriately. For example, they have the right to decide on the performance appraisal and probation period of new employees; Have the right to make suggestions on the recruitment, dismissal and remuneration of employees in this department; When exercising their rights, they should follow certain procedures and fill in the corresponding forms. These are all management rights. In this way, the line manager knows very well how to win the support of the human resource manager and cooperate with him. The human resource manager can focus on the overall personnel coordination and arrangement of the company. When the line manager has problems in human resource management, he will actively communicate and discuss, provide him with necessary human resource management services, help him find solutions to the problems and finally solve the problems.