Shen is the general manager of Beijing Bohui Information Technology Company.
Sun Heying, Senior Human Resource Manager of Lucent Technology (China) Co., Ltd.
Zheng Qian, Chief Personnel Officer of Zhongke Hongqi Software Technology Co., Ltd.
Moderator: Reporter Zheng Daqi
Line manager is translated from the English phrase "line manager", and we are usually called "department manager", such as sales manager and marketing manager. On the surface, line managers have nothing to do with human resource management functions; But when it comes to "management", it is different, because every manager is a manager, and the responsibilities of management include human resource management such as motivation, communication, authorization and training. "Human resource management is not just a matter for the human resources department. Where there are organizations and people, there is human resource management. Human resource management should go deep into every corner of management. " This is what we often hear. However, is this the actual situation in the enterprise? Do all managers think so? What does the CEO think of this problem? I hope the following dialogue can inspire you.
Difficult infiltration of human resource management
Moderator: For enterprises in China, many companies are still in the transition stage from personnel management to human resource management. Can you tell us about the current situation of human resources management in your respective companies?
Zheng: Our company is relatively new. It was only established in July last year. When I arrived at the company, there were only a few employees. From the establishment of the company to the present, it basically belongs to the initial stage of establishment, and every rule and regulation is formulated from scratch. In the initial stage, the staff structure is also complicated, coming from companies with different positions, different channels and different cultural backgrounds. Some are from the Institute of Software of Chinese Academy of Sciences, some are recruited by the society, and some are from foreign companies. Work habits of different backgrounds are of course different. Liu Bo, our president, is the former vice president of Microsoft China. The marketing director is from HP, the sales director is from a French company, and others are from well-known foreign companies such as Motorola. It can be said that the management (director level or above) is almost all from foreign companies. Therefore, from the overall management concept, employees are far from the management team and need to communicate. For middle-level department managers, it is very important to train them how to behave and how to establish management consciousness. Some of them have no experience in foreign companies. When they join a new company, they have a lot of ideas and their mood fluctuates greatly, which will cause instability of employees. There will be some deviations, including principled deviations, when department managers implement management decisions, and because many department managers have not grown into real professional managers, they have no professional skills and methods to deal with the problem of "managing people".
Sun Heying: I think we can solve these problems through various trainings. To standardize the management of a company, we must first start with standardizing the behavior, such as what behavior I require. If so, you must do it according to this and reflect the personality of our company.
Zheng: We have also designed management training that is more suitable for the current situation of enterprises, provided on-the-job education and training for managers in different positions, strengthened assessment and binding force, and established a target management mechanism.
Sun Heying: What you said is different from what I said. It is another matter to know what behavior is dominant in your company. Only when your behavior conforms to the principles we taught you during training can you reflect the personality and success of an enterprise.
Li Guangyuan: Henderson Land is now at a very special stage. Externally, it is very famous, because from the opening of/kloc-0 in June, 1998 to the sales of more than 100,000 units in/kloc-0 last year, this process is very fast, but it also leaves many problems, such as personnel structure, salary management and overall management system, which are relatively immature. Our marketing and sales are really good, but the rapid development ignores the standardization and systematization of management. More optimistically, our personnel composition is relatively young and flexible.
Shen: We are an information technology company with more than 20 people, providing solutions for enterprise human resource management and quality management. Companies of our size don't talk about human resource management at all, but we have been doing it in the field of human resource services. We have seen many companies fail in personnel management, so we try to establish a set of human resources system suitable for small companies. We think HR personnel should know what they need to do to cooperate with the long-term development of the company. If you don't let HR know and understand your strategy, they can only implement it passively. In this case, HR only does administrative affairs, not HR. What we are doing now is to start from small things, establish various work processes and systems, and let them have an institutional platform for corporate governance, plus appropriate emotional management.
Zheng: One problem I am facing now is that some decisions of the company cannot be known in advance. For example, at a very sudden time, the boss told me that the company would change from the original straight-line system to the business department system, and all the personnel were arranged. However, I think that changing to the division system and adjusting the personnel structure may cause waste of some personnel and urgent recruitment needs. In fact, I got this notice a little late, so I can't prepare to recruit and select personnel.
Li Guangyuan: We have encountered the same problem. At the beginning of the year, we didn't know that the company was going to make structural adjustment, but a few months later, the organizational structure suddenly changed greatly, which made our HR department unable to make corresponding preparations. In my opinion, because emerging companies don't have much management experience, especially human resource management, they will take some detours and suffer some losses. Only when the management has a better understanding of the process and concept of human resource management will it be smooth sailing. Therefore, it is difficult for human resource management to penetrate into domestic emerging companies and state-owned enterprises, but a smooth situation will surely come.
Line managers are eager for human resource management skills.
Moderator: How do line managers view the management of human resources department? Do they think that they have also assumed the function of human resource management?
Sun Heying: The situation of Lucent is better. Front-line managers realize that they really need professional management methods and skills, but they are not professional managers after all and need training. Our approach is to make department managers have the basic quality of professional managers and the quality of managing employees through a series of training. For example, recruiting, interviewing, retaining people and cultivating people's professional skills are the qualities that front-line managers should master, which actually requires HR management ideas to penetrate into their minds and their daily work. For the training of front-line managers, we plan to have only 50 places this year, but more than 90 people have signed up. So they are eager to master these skills. I think these trained department managers will show higher quality in motivating employees to achieve team goals and retaining key employees.
Moderator: Can you give a specific example, for example, the sales manager needs to know the motivation and coordination of the sales team?
Sun Heying: These systems are formulated by the company as a whole. I think the purpose of training them is to let them know about HR and look at problems from the perspective of HR. For example, when an employee is in a bad mood, he will know how to talk to him, find out the reasons and eliminate bad emotions.
Zheng: In terms of sales staff, our company basically operates according to the sales model of foreign companies. After the company sets the sales volume, it takes the sales realization, actual performance and team cooperation as the assessment content.
Sun Heying: At Lucent, these evaluation systems are fixed, and front-line managers only need to implement them.
Moderator: Some emerging companies may not provide a good institutional platform, and the business of small companies is growing rapidly, with many adjustments and rapid changes. This requires that the quality of department managers is not only an expert in business, but also talented in management, control, balance and motivation. Only in this way can he finally succeed.
Zheng: Our front-line managers are all technical experts, but they need to be improved in management and strengthened in the formulation of reward mechanism. For example, the difference between the assessment of R&D center and the assessment of sales personnel, and the difference between the assessment of sales personnel and administrative personnel.
Sun Heying: The salary of our business department is jointly decided by HR and the business department, because it is related to training, assessment and salary budget for the coming year.
Shen: When I was recruiting a department manager, I paid great attention to whether he had this quality. Only business performance without management ability is not good for the development of the company. In my opinion, it is very necessary for department managers to understand the process and concept of HR and some operation methods.
Brainwash the CEO
Moderator: Do you think the boss of an enterprise has a correct understanding of human resource management in practical work? Do they value it?
Li Guangyuan: In Henderson Ye Wei, the human resources department did not play its due role in connecting the preceding with the following and connecting the superior and subordinate. We hope to establish a smooth communication channel in the company.
Sun Heying: I think Zheng, you two are facing great challenges, that is, how to communicate with the president and let them know the importance of the human resources system. I suggest you recommend them to attend the training course "Seven Habits of Successful People", after which their attitude will change by 80%.
Shen: If the president of an enterprise subconsciously doesn't pay attention to HR, then the HR manager will face great challenges, and it will be very difficult to communicate with the president and make them pay attention to HR.
Sun Heying: Brainwash them! HR can't be passive, otherwise it will only make you uncomfortable. You must take the initiative to influence him.
Zheng: I have heard many colleagues complain that their CEOs don't understand human resource management, and many of them are from sales, marketing and technology. Once they become top leaders, they seem to lack management experience. They should listen to the opinions of functional departments in their own shortcomings and listen to the suggestions of subordinates with an open mind. No one is perfect, and it is impossible to become a successful senior manager without admitting his own shortcomings. Therefore, CEOs of many local companies in China should be brainwashed in human resource management.
Lucent's Human Resource Management Trend
Sun Heying told reporters that the salaries of more than 4,000 employees of Lucent nationwide can be completed by only one person in the human resources department every month, which is the result of implementing the human resources management information system. Sun Heying also told reporters that the trend of Lucent HR is as follows: "One is outsourcing, such as visa and approval for going abroad, and our '(payroll. ) should also be outsourced; The second is based on the network. Employees in each role have their own paths online. Online approval, personal login of employee personal information, and performance appraisal results all run online. For example, in Lucent, every employee has stocks, but the information of stocks is very complicated, so we developed a system to tell everyone how many stocks you have now and remind you when you can sell them. The third change is to change the previous passive implementation. Our current CEO is from HR, and we will participate in some decision-making processes. We will be invited to many high-level meetings. "
Consultant's point of view: the point of view of "big human resources"
In the consultation, Zuoyou Human Resources Consulting Company put forward the consulting system of "Great Human Resources View". They think that human resource management is not just a matter for the human resources department. "As long as employees exist, human resource management should be extended, and the whole enterprise is actually a big human resource system." Talking about this topic, Zhang Zhixue, general manager of the company, told reporters. However, the human resources department and the departmental human resources management department are quite different in their functions. Sasuke, a consultant, believes that the human resources department has three characteristics:
1. The human resources department mainly establishes various operating systems, such as recruitment, performance management, reward and training development, by building a human resources platform (post, work and human relations). Therefore, one of the main tasks of the human resources department is to establish a system.
2. The main responsibility of the human resources department is to assist and supervise other departments to implement human resources management in accordance with a unified system, so as to ensure that every employee is treated fairly.
3. The human resources department also plays the role of a training expert, providing support services for the human resources management of other departments, while the human resources management of other departments only follows the system formulated by the human resources department under the guidance of the human resources department and applies it to the business activities of the department. In other words, the relationship between human resources departments and departmental human resources management is guidance and being guided, and departmental human resources management is the functional system of human resources departments. Only by exerting the function of functional system can enterprises form a mechanism of "attracting talents, making good use of talents and retaining talents". I arranged the exam myself.
Many multinational companies advocate that all department managers should be human resources managers, because they are responsible for recruiting, evaluating, developing and motivating subordinates. If human resources work is to be effective, it is impossible to achieve it without the implementation and cooperation of various functional departments.