This model is divided into two parts: the roof and the room. The roof is the mission, vision and strategy of the enterprise. The middle is divided by management interface, and the room is the related module of human resources.
1. Delegation
The source of human resources work is also the mission of enterprises. What's the mission? Mission is the reason for the existence of the enterprise, or the purpose of the boss to run the enterprise. The mission of an enterprise is also constantly developing. When an enterprise is very young, it has only one mission, that is, to make money first and let itself live. Of course, the enterprise has grown stronger, especially when the number of employees exceeds 100 and the sales amount reaches 1 100 million, the mission of the enterprise is refined and it has become the kind of thing that the enterprise will pursue for a long time or a hundred years. For example:
NEC Company: NEC Company adopted C & ampc (Computer & AMPC) to deepen mutual understanding among people all over the world and make rich social contributions to give full play to human nature.
Samsung Group: Based on talents and technology, provide the best products and services and make contributions to human society.
Sony Corporation: Experience the happiness of developing technology to benefit the public.
McKinsey & Company: Help excellent companies and governments to be more successful.
Wal-Mart: Providing ordinary people with the opportunity to buy something with the rich.
2. Vision
Vision is the beautiful situation that the enterprise will realize under the guidance of the mission, that is, what the enterprise will develop into in the future. To put it bluntly, the pie that the boss often draws for everyone is called vision: in the future, we will go public, we will benefit the people, each has a house, a car and a wife, or bring some convenience to people's lives, and so on.
3. Strategy
Strategy is the way for enterprises to realize their vision. In general, the strategy of an enterprise is three years and five years or 10 years, and the time span depends on the preference of the management of the enterprise. In general, the strategy of 10 years is generally unreliable. General enterprises had better do a good job in three-year strategy and develop in a rolling way. Of course, the advantages and disadvantages of enterprise strategy also determine the advantages and disadvantages of enterprise human resource planning. Wang Cheng, chairman of Kellogg, mentioned four major issues about enterprise strategy in the book Strategic Compass:
1) strategy? Do you have a strategy? If so, can you clarify the company's strategy in one sentence? This is the core strategic problem to be solved from the perspective of planning.
2) Is the strategy good? Do you have a good strategy? There are not only high and low strategies, but also good and bad ones. This is the core strategic problem to be solved from the perspective of positioning.
3) Is the strategy true? Strategy can't be ignored. Any strategy needs sufficient resources and solid ability as the cornerstone of strategic landing, which is the core strategic proposition to be solved from the perspective of ability.
4) Is the strategy fast? The martial arts in the world are fast and unbreakable. In the era of drastic changes, you need not only scientific planning strategies, but also accelerated evolution strategies. This is the core strategic proposition to be solved from the perspective of learning.
Therefore, the functional strategy of human resources is good, practical and fast, and it also depends on the huge strategic planning ability of the company strategy.