There are seven major events in human resource management of small and medium-sized enterprises. I believe that HR, as a company, will be familiar with these things, and it can be said that it has been done in daily work, but it may not be well understood by some HR novices, so here are seven major events of HR management in small and medium-sized enterprises.
Seven major events in human resource management of small and medium-sized enterprises 1
First, cherish the brand and reputation of the enterprise.
Successful enterprises have proud brands and good reputations. Unsuccessful companies usually don't pay attention to the management of their own "brands". Small businesses always feel "small" and don't care what they do. I don't realize that if you hurt your brand, you will lose the confidence of the vast number of talents to work for you, thus undermining the "pride" of the employees. Therefore, SME owners should pay more attention to brand and reputation, not deduct employees' salaries, respect discipline and laws, respect knowledge, respect talents, cherish talents, shape the brand of enterprises in talent management, and be a good employer to attract talents for your use.
Second, create a good promotion mechanism.
Employees and managers of small and medium-sized enterprises most expect to see their progress and growth in the company. Therefore, small and medium-sized enterprises should establish a good promotion mechanism so that talented people can be promoted quickly. Through horse racing, talents can be promoted and grown in a fair environment, which can greatly improve the enthusiasm of all employees and their confidence in the enterprise. It is a good way to unite people and refine talents.
Third, use a variety of incentives
Small and medium-sized enterprises need employees to take the lead and go forward bravely, and they need employees to work hard and be positive. Therefore, the incentive methods should not be rigid, but varied, not completely salary incentives. If the boss and employees are brothers, mastering proper limit is the emotional incentive for success. Paying attention to the improvement of employees' working environment and living environment in enterprises, paying attention to the cultivation and growth of employees and creating a fair and just enterprise mechanism are all good measures to motivate employees to work hard. A variety of employee incentives for small and medium-sized enterprises can make employees more motivated and enterprises more competitive.
Fourth, pay attention to the training and growth of employees.
Most small and medium-sized enterprises, considering the small scale and small number of people, are unwilling to do training and invest in employees. A truly successful enterprise is a learning organization. Therefore, SMEs should provide targeted and planned training for employees. Only when employees' abilities are improved and their attitudes are changed can their performance be improved. It is worth noting that some successful companies have gradually shifted management training activities from general courses to highly specialized courses to meet the different development needs of managers. In this respect, studying abroad in various forms is also a good way. Therefore, SMEs should learn from it.
Verb (the abbreviation of verb) establishes a good internal communication channel.
Small and medium-sized enterprises may not have comfortable factories and offices, but employees must have a harmonious working atmosphere and environment. Soft environment is more important than hard environment. It is important to establish a smooth channel of public opinion between employees and bosses. The failed companies are dominated by autocratic management style, and employees seldom know what the boss wants from them, and what comments and ideas they have; Know nothing about the future development of the company. However, most successful enterprises have established a set of communication methods, including interdisciplinary functional groups, psychological consultation, thought seminars, management meetings, publishing internal newspapers, internal MIS communication systems, etc., so that employees and managers can keep abreast of what is happening and what has been planned, so that they can truly feel involved and actively cooperate with the company's work. Therefore, multi-channel communication is what SMEs need to learn from.
Sixth, respect everyone.
Now the post-8090 employees are more independent and full of personality. A small and medium-sized enterprise itself will not have much competitiveness. If we lose people's hearts, lose the support of employees, don't respect individuals, don't pay attention to the existence of employees, and only consider organizational interests, then the enterprise will not be far from bankruptcy. Many facts have proved that disrespect for individuals is the starting point for many companies to turn from prosperity to decline. Doing so will alienate employees, make employees' goals deviate from the company's goals, and thus weaken the possibility of employee participation. A manager's greatest respect for his subordinates is to listen to his opinions carefully. Therefore, it is a tool for small and medium-sized enterprises to create an environment and mechanism that respects individuals and attaches importance to talents.
Seven, strive for the full support of employees' families.
Small and medium-sized enterprises, because they don't have good brands, high wages and good welfare benefits, often make it easy for employees to quit. An important reason for employees' job-hopping is the instigation and opinions of their families. Therefore, in order to retain talents, SMEs need to pay attention to the existence of employees' families and get their important support and understanding. Therefore, let the whole family of employees participate in the company's struggle for survival and success, then this employee will be full of vitality. Therefore, small and medium-sized enterprises often hold family reunion parties, family tea parties, bonfire celebration parties of family members of employees, group tours of family members of employees, etc., and invite relatives and friends of employees to listen to the company's progress and future planning; On the factory open day, family members can come to see how the factory operates. A series of activities will help employees and their families better integrate into the company and make the employees of the company more United, energetic and energetic.
Seven major events of human resource management in small and medium-sized enterprises and six main points of 2 HR
I. Human resources planning
The purpose of human resource planning is to analyze the current situation of enterprise resources and human resource management, find the focus and direction of future human resource work, formulate specific work plans and programs, and ensure the smooth realization of enterprise goals.
Human resource planning is a systematic strategic project, guided by enterprise development strategy, based on a comprehensive inventory of existing human resources and analysis of internal and external conditions of enterprises, with the starting point of predicting the future supply and demand of personnel in the organization. Including promotion planning, supplementary planning, training development planning, personnel deployment planning, salary planning, etc. , which basically covers all the management of human resources. Human resource planning also has a sustained and important impact on human resource management activities by formulating personnel policies. The human resource planning of small and medium-sized enterprises can be divided into long-term planning of more than five years, short-term planning of less than one year and medium-term planning in between.
Second, recruitment and configuration
Personnel recruitment is the starting point and entrance of enterprise human resources management, which determines the basic pattern of enterprise human resources and is the source of vitality for enterprise development. Recruitment consists of a series of steps such as demand analysis, budget formulation, recruitment plan formulation, recruitment implementation and follow-up evaluation. The key is to do a good job of demand analysis. First, make clear what people the enterprise needs, how many people it needs, what requirements it has for these people, and through what channels it can find these people it needs. Personnel recruitment should form a fixed system and be held regularly. On the one hand, it can provide continuous vitality for the future development of enterprises. On the other hand, even when manpower is not needed, we can understand and master the basic situation and development trend of the whole talent market through this routine talent recruitment activity. Finally, we can expand the influence of enterprises in society through recruitment activities and achieve the purpose of promoting the company's reputation.
Personnel appointment emphasizes "matching between people and posts" and "matching between posts and people". Finding the right person but putting it in the wrong position will make recruitment as meaningless as not finding the right person. Only by recruiting the right talents and assigning them to the right places can effective recruitment be completed. In fact, the analysis of recruitment needs should consider the staffing work, so that a standard can be tailored according to the position, and then the talents needed by the enterprise can be recruited according to this standard. Recruitment and distribution can not be regarded as independent processes, but two links that influence and depend on each other. Only by recruiting suitable personnel and making effective allocation can recruitment be realized.
Three. Training and development
Training and development is an important part of human resource management in small and medium-sized enterprises, and it is the key to help employees do their jobs well and tap their greatest potential. Modern society is based on specialized division of labor, and the requirement of specialization determines that training should become an indispensable link in the process of enterprise human resource management. Especially at this stage, the overall level of human resources is low, and it is difficult for small and medium-sized enterprises to obtain high-quality talents. Establishing a targeted training system can effectively improve the overall human resources quality of small and medium-sized enterprises.
For new employees, in order to adapt and be competent as soon as possible, besides their own efforts, they also need the help of enterprises, and training can help them adapt and be competent. For on-the-job employees, it is necessary to constantly adjust and improve their skills in order to adapt to the changes in the market situation. Training can help them master the new skills needed for the post and help them maximize their potential. As far as content is concerned, training includes corporate culture training, rules and regulations training, job skills training and management skills development training. Training must be targeted and take into account the specific needs of different groups of students. Training should be carried out regularly, and the training content should be constantly updated according to the development of enterprises, so as to get rid of the fashionable practice and make training really an effective way to improve the efficiency of human resources.
Four. Salary and benefits
For employees of small and medium-sized enterprises at this stage, salary and welfare are still the biggest incentive factors. Salary and welfare are closely related to people's survival and development. If entrepreneurs and managers are most concerned about the profit level of enterprises, then employees are most concerned about their own salary and welfare level.
Small and medium-sized enterprises must be clear that compensation and benefits have two functions: one is to affirm the past performance of employees; Second, with the help of an effective salary and welfare system, employees can be promoted to continuously improve their performance. The wage level should reflect fairness and justice, not only distribution according to work, but also the difference of final results. The salary and welfare level should be set reasonably and allocated to the corresponding employees according to certain standards. Fairness of past performance will definitely give employees a sense of accomplishment, and commitment to future salary and benefits will stimulate employees' enthusiasm for continuous improvement of performance. Salary and welfare must be organically combined with material and non-material forms in order to meet the different needs of employees and give full play to their maximum potential. Pay and benefits should widen the gap reasonably and avoid the phenomenon of "the same pot". For employees with outstanding performance, there should be a salary system that can reflect their contribution to the enterprise and can play a greater incentive role.
Verb (abbreviation of verb) performance management
SMEs must attach great importance to performance management. The purpose of performance appraisal is to affirm the past performance through an effective system and look forward to the continuous improvement of future performance. Traditional performance work only stays at the level of performance appraisal, while modern performance management pays more attention to the improvement of future performance. The shift of focus makes the focus of modern performance work shift. Assessment indicators can provide an objective yardstick for objectively evaluating employees' work performance and contribution to enterprises, and prevent managers from making subjective judgments. The assessment results are linked to employees' salary and benefits, which can motivate, guide and control employees.
The implementation of assessment must have a set of scientific and feasible performance standards, which not only reflects the effectiveness of employees' work, but more importantly, it should be combined with the development strategy of the whole enterprise and can reflect the guidance of entrepreneurs and management to employees' development direction. Some small and medium-sized enterprises also regularly assess their employees, but the assessment results have not been fully utilized and are only archived as historical documents. This not only fails to achieve the effect of control and encouragement, but also wastes a lot of manpower and material resources, which has a negative impact on production and business activities. The evaluation system must match the corresponding feedback system.
In the actual evaluation process, due to the cognitive bias of appraisers, unscientific evaluation methods, poor communication and other reasons, it is inevitable that there will be mistakes, omissions and unfairness in the evaluation. If there is no formal and effective way to correct this situation, contradictions will accumulate in employees for a long time, affecting their enthusiasm and attitude. In severe cases, there will be negative slack and tension between labor and capital. Therefore, the feedback system must be an important part of the evaluation system to support the smooth progress of the evaluation.
Sixth, employee relations.
Doing a good job in employee relations of small and medium-sized enterprises is the key to achieve a win-win situation for enterprises and employees. Broadly speaking, employee relationship management is that in the enterprise human resources system, managers at all levels and functional managers of human resources adjust the relationship and influence between enterprises and employees, employees and employees through the formulation and implementation of various human resources policies and management behaviors, as well as other management communication means, so as to achieve enterprise goals. In a narrow sense, employee relationship management is the communication management between enterprises and employees. This kind of communication adopts more flexible, encouraging and non-mandatory means, thus improving employee satisfaction and supporting the realization of other management goals of the enterprise. Its main duties are: to coordinate the relationship between employees and managers, employees and companies, employees and employees, and to guide the establishment of a positive working environment. Although small and medium-sized enterprises are relatively small in scale, human resource management is a part that enterprises must attach great importance to. Through human resource management, small and medium-sized enterprises can mobilize the enthusiasm of employees, give full play to their potential, create value for enterprises and ensure the realization of strategic objectives of enterprises.