First, the misunderstanding of human resource management of SMEs
As the source and carrier of knowledge, information, wisdom and innovation ability, talents have become the first resource of modern countries. How to constantly master talents, rationally use talents, scientifically manage talents and effectively develop talents is a major issue related to the success or failure of enterprises and even countries. Enterprises rely on talents to govern, and industries rely on people to prosper. Human resource management is particularly important in enterprises. At the Central Talent Work Conference held from June 5 to February 38, 2003, General Secretary Hu Jintao emphasized that talent is a key issue related to the development of the cause of the Party and the country. In fact, the meeting put forward the "three new judgments" that human resources are the first resource, the strategy of strengthening the country with talents and the policy of the party managing talents, which has great practical significance and far-reaching historical significance for the human resources management of Chinese enterprises. However, judging from the current situation of human resource management, many small and medium-sized enterprises in China, especially private small and medium-sized enterprises, have been short of talents since their birth. Many small and medium-sized enterprises have fallen into the misunderstanding of inefficient human resource management in the development process, which has become one of the important reasons for the decline of small and medium-sized enterprises. In order to achieve rapid development, the author believes that the following nine misunderstandings in human resource management cannot be ignored:
(a) "personnel management" or "human resource management"?
In the era of knowledge economy, the function of human resource management has developed from traditional management to people-oriented, but many enterprises still confuse human resource management with traditional personnel management. At present, many small and medium-sized enterprises either do not have independent human resources management departments, and even if they do, they still follow the past pure management and restraint mechanisms such as attendance, rewards and punishments, and wage distribution. At the same time, small and medium-sized enterprises generally lack long-term plans to tap and cultivate enterprise talents. Real entrepreneurs must attach importance to human resource management from the fundamental strategy and support the reform of management system and the implementation of human resource work from the long-term development. In view of the personality of small and medium-sized enterprises, enterprises should improve the internal management system, raise human resource management to the position related to the fate of enterprises, attach importance to human capital investment, and form a benign mechanism to attract, unite and motivate talents; For enterprises, they can combine the advantages of other enterprises to complement each other and speed up the training of managers at all levels and new technical talents to adapt to international competition. Only when leaders truly realize "people-oriented", attach importance to talents, cultivate and develop talents, can human resource management get on the right track quickly.
(2) "Family management" or "professional manager management"?
Family management mode is a huge obstacle for small and medium-sized enterprises, especially private small and medium-sized enterprises, which seriously restricts the human resource management of small and medium-sized enterprises, while those enterprises that do not engage in family management are facing the hidden danger of brain drain and even the loss of corporate secrets. Establishing professional manager system is the only way for small and medium-sized enterprises to solve the current human resource management problems.
With the expansion of the scale of small and medium-sized enterprises and the complexity of technology and management processes, capital owners are limited by their own culture, knowledge and ability, and cannot rely solely on themselves or within their families to achieve faster development of enterprises. They need an independent and systematically educated management class-professional managers to undertake it. It's hard to imagine that relying only on the initial entrepreneurs can lead enterprises to intensification and modernization so quickly! A large number of practices have proved that the professional manager system is conducive to the separation of enterprise ownership and management rights; It is more conducive to private enterprises to break through pure family management.
(3) Is "modern enterprise system" a "modern enterprise"?
At present, many small and medium-sized enterprises have come up with a set of perfect and standardized rules and regulations and restructuring plans, thinking that establishing a modern enterprise system can get rid of its inherent disadvantages and ensure the sustainable development of enterprises. However, this formalistic system often stays on paper and cannot be really implemented at all. This system construction, which pays more attention to form than actual effect, is not conducive to the formation of professional management and the exertion of its expertise, and also brings great difficulties to the recruitment, training and assessment of personnel, making it difficult to carry out human resources work.
To establish a modern enterprise system, we should focus on reality from the beginning, establish a scientific and reasonable system, and then gradually adapt and flexibly use it according to the specific environment of the enterprise to "activate" this system and create value for the enterprise. It requires gradually popularizing the business model of separating ownership from management right, giving full play to the enthusiasm of operators and production employees, and transforming the business objectives of enterprises into the conscious actions and efforts of all employees, so as to enhance the vitality of enterprises and promote the overall development of by going up one flight of stairs.
(4) "Keep salary" or "Keep career and feelings"?
Human resources are the first resource. Without talents, there will be no prosperity of enterprises. Many small and medium-sized enterprises, especially private small and medium-sized enterprises, do not have this understanding. In their view, as long as there is money, anyone can be introduced; They should do whatever they are asked to do as long as they are paid. To put it simply, the idea that I give you money and you want to do a good job for me is working. So many small and medium-sized enterprises can't stay, because even if they hire talents with high salaries, they don't need them.
(5) "Working for the enterprise" or "mutual benefit"?
At present, many small and medium-sized enterprises have bright planning prospects and corporate culture, but they are often not accepted and recognized by talents, because many things just stay in writing and have not been really implemented. The problem of cracking the property right structure has become a key issue for enterprise development. Small and medium-sized enterprises should face up to the talent demand and take the form of joint-stock system and option system to guarantee it. In this way, small and medium-sized enterprises are in the same boat with talents and share the same joy of success. Although there is a problem of the size of interests, after all, talents really participate in enterprise management and benefit sharing, not "working for the enterprise" but "enjoying each other's interests". The development of small and medium-sized enterprises is also the development of talent interest, so it will be easy to work hard for the same wish.
(6) Are people "costs" or "resources"?
According to relevant surveys, some small and medium-sized enterprises have the problem of overtime or excessive labor intensity. Piece workers are paid according to the workload, while employees in some technical and management positions often work overtime symbolically or not. Managers of key technologies in some small and medium-sized enterprises often keep their mobile phones on for 24 hours and are on call. No matter whether overtime pay is paid or not, there is no doubt that even with certain economic compensation, in the long run, employees will be unbearable physically and mentally and will inevitably choose to leave. Small and medium-sized entrepreneurs should realize that the most important asset of a company is not money or other things, but human resources composed of every employee, so "people are resources, not costs". In this sense, small and medium-sized enterprises should give employees more active cooperation, rather than simply using it, which can not be ignored by any enterprise, and some small and medium-sized enterprises have great misunderstandings in this regard. Too much neglect of human nature is a great failure of management. "Respecting individuals" should be the premise of treating human resources well. Respecting talents means that entrepreneurs and employees are equal in personality; This also means that work itself is not forcing people to obey. The human resource management policy of small and medium-sized enterprises should consider the needs of employees, win their recognition and approval, and choose appropriate incentives to ensure their enthusiasm and creativity.
(7) Are talents "candles" or "batteries"?
Talent is a dynamic concept, and its knowledge structure needs to be constantly updated and supplemented. Small and medium-sized enterprises should not regard talents as burning candles, but as batteries, which are constantly charged while discharging. Many foreign enterprises also take the training of employees and workers as the main means to develop human resources. The reason why American General Electric has become an excellent enterprise is inseparable from its consistent emphasis on human resource development and management. Therefore, training is one of the best ways to grow talents and an important means to make talents full of vitality and enable enterprises to obtain sustainable development strength. Small and medium-sized enterprises in China should make a sustainable training plan, implement on-the-job training and professional training from the long-term interests of enterprises, enable talents to continuously acquire new knowledge through teaching, overseas study and horizontal exchange, and strive to create a learning enterprise.
(8) Enterprises can't afford to wait for talents?
Some small and medium-sized enterprises often have such requirements when recruiting talents: those with more than 3 years of work experience are preferred. Why? Many enterprises say that shopping malls are like battlefields. What enterprises need is practical talents, and it is best to recruit people who take the lead. Small and medium-sized enterprises have no time to train talents. Some small and medium-sized enterprises in China show the phenomenon of "can't afford to wait" in talent training. To put it bluntly, enterprises are unwilling to train talents. They always think that they have spent a lot of manpower and material resources to train talents. What about talent job-hopping? Isn't it both human and financial? In fact, this talent concept of quick success and instant benefit is the fatal weakness of these enterprises. The discovery and use of talents can not be separated from training. The so-called "no training, no talent" is precisely this truth. It can be said that there are many kinds of talents in China, but few talents really meet the needs of enterprises in China. Because the "combat weapons" used by enterprises in competition are different, the mechanism, system and environment of enterprises are even different. Small and medium-sized enterprises do not provide talents with various opportunities for learning and exercise, but require talents to be proficient in various martial arts. How can they find talent? Today, with the development of modern science and technology, even if there are talents specializing in a certain field, they will only consume knowledge. Without the opportunity to recharge, their professional advantages will gradually be lost.
(9) Is "human resource management talent" not the "core talent" of an enterprise?
Only when talents are truly regarded as the most valuable resources and career development partners of enterprises, the value of talents to enterprises is sincerely recognized, talents are considered more, better and more comprehensively, heart-to-heart communication is carried out, and practical measures are taken, can talents be conscientious and loyal to the end. Small and medium-sized enterprises should always alert themselves: the loyalty of talents is bought by enterprises with "heart"; Only with "heart" can people feel at ease. For enterprises, winning talent loyalty is not only the innovation of management behavior, but also the innovation of management concept.
Second, how should enterprises manage human resources?
Nowadays, people are more and more aware that small enterprises are a force to be reckoned with in China's economic development. Small enterprises often give people the impression that they are flexible and can respond quickly to market changes. At least some of them have survived the market competition and their business is booming. However, the development of small enterprises is by no means smooth sailing, and the complex external environment makes the growth of small enterprises full of hardships. However, the author believes that the real bottleneck of the development of small enterprises is their own shortcomings-they often lack effective human resource management methods. Human resource is the first resource in 2 1 century. If human resource management is neglected, the prosperity of small enterprises will only be superficial, and its development and growth will be beyond our reach.
In my opinion, attracting, retaining and stimulating the potential of talents can be said to be the top priority of enterprise development in 2 1 century, especially in intelligence-intensive industries such as market research companies and consulting industries. In order to realize the effective management of human resources, small enterprises must start from the following ten aspects.
(a), the establishment of corporate vision.
Many small companies are immersed in business development, but they have never settled down to think, "What is our mission? What is our long-term goal? " Maybe the boss will think that the company will take it one step at a time, because no one knows where it will eventually develop. But he forgot that without a grand and feasible strategic goal, how can the employees of the company work together towards this long-term goal in Qixin? How can excellent employees be willing to devote themselves to this enterprise that has not yet grown up? Enthusiasm for work first comes from full confidence in the enterprise and full of hope for the future. An ambitious but never out of reach long-term goal will attract a group of people who are passionate about their careers. After all, it is a great temptation for talents to make an unknown small enterprise grow into a well-known large enterprise in the industry through their own training.
Long-term goals are not simple slogans, but well-thought-out goals. For example, an enterprise once set its vision as "striving to be a world-class communication enterprise", which gives people a slogan-"striving to be successful" is not necessarily necessary. If it is changed to "become a world-class communication enterprise", such a vision will obviously give people a greater incentive effect.
(B), pay attention to corporate culture
Many small enterprises have no corporate culture at all. Some people think that this is something that big enterprises need to consider; Some people know the importance of corporate culture, but they don't know what kind of corporate culture their company should have and how to establish it. Although some companies have written corporate culture into the employee handbook, they have never embodied this culture in actual management, and at best they just flaunt and keep up with the management trend. However, whether it is a large enterprise or a small enterprise, corporate culture is the basis for enterprises to gain competitive advantage. For example, it is difficult for competitors of DuPont to introduce DuPont's effective safety education system, because "in this company that started by manufacturing explosives, safety awareness has long been deeply engraved in the hearts of every employee." Haier Group in China has also become the leader of the household appliance industry in China because of its corporate culture which can create special internal resources of value ability. The importance of corporate culture can be seen.
Every enterprise should establish its own unique corporate culture, which is difficult for competitors to imitate, but one thing should be the core of modern corporate culture, that is, "people-oriented". 2 1 century management is "people-oriented" management. Enterprises are people, enterprises are people and enterprises depend on people. Small businesses often better understand the truth that "water can carry a boat, but it can also overturn it". Only by respecting, understanding, caring and achieving people can employees identify with the company's corporate culture and integrate their ideals with the company's development and growth goals.
(C), establish a correct view of talent
Only by establishing a correct view of talents can we truly embody the "people-oriented" corporate culture and make it more than just a slogan and form. The correct view of talents begins with the correct principle of selecting and employing people. Small enterprises demand talent's thirst, talent's eyes, talent's virtue, talent's quantity and talent's courage. The idea of cronyism will hinder the development of small enterprises.
The correct view of talents also includes respecting talents in management. There are two famous theories in modern management theory: "economic man" and "social population economic man" assume that people are naturally lazy and try to avoid work; They are unwilling to take responsibility; The assumption of social people is that everyone is diligent. People can be self-motivated and self-controlled, and have a high degree of imagination and creativity in the crowd. The hypothesis of economic man will inevitably lead to the management mode of "carrot and stick" This is the management style of some small enterprises. They always supervise and take precautions everywhere. hell to pay often likes to "set an example". However, according to the assumption of social man, managers should adopt diametrically opposite management methods to create a suitable working environment: to meet the dignity needs and self-realization needs of employees; Let employees take on more responsibilities, let them exert their potential and control themselves, so as to achieve the integration of personal and organizational goals. Although the assumption of social people is only an ideal state, truly respecting people will carry forward the good side of human nature and maximize the interests of enterprises. If employees are regarded as "economic men", their self-esteem will not be satisfied. Over time, employees will really become "economic men", dissatisfied with their work, and will always leave this place where "big sticks" are common.
A correct view of talents also includes a reasonable talent flow policy. Although the flow of talents will be encountered by every enterprise, the frequent job-hopping of employees should attract the attention of small enterprises, and "reasonable metabolism" should never be an excuse for "stealing the column". Measures that can be taken include: rational allocation of talents through scientific evaluation, so that outstanding talents will not be bored because their work is too simple, reduce work efficiency, and even have the desire to flow. For those with poor ability, we should also give them some training or transfer them to posts suitable for them. On the one hand, some small enterprises are worried about the continuous loss of outstanding talents, on the other hand, in order to save costs, they often let their employees who they think are incompetent flow to the external labor market through some means. In fact, people who don't play well in one position may not do nothing in another position. Some small enterprises recruit people and use them immediately. The practice of elimination if it is not suitable not only makes new employees feel chilling, but also makes old employees feel that the enterprise is not humanized enough. The metabolism of employees should be based on harmony. If the flow does not make the human resource structure of the enterprise more reasonable and effective, then such flow is harmful to the enterprise.
(4) Take incentive measures.
It is not easy to motivate employees. Using different incentive measures in different occasions can often produce better results.
Like large enterprises, the incentives that small enterprises can take include target incentives and example incentives. Although the following incentives are not unique to small businesses, they are relatively more common and therefore more important.
1. Emotional motivation
Modern leadership science believes that the essence of leadership is a kind of interpersonal relationship. A good leader is to influence others through this interpersonal relationship, stimulate the enthusiasm of employees with his own exemplary behavior, and make employees feel the warmth of the enterprise through meticulous care for employees, thus enhancing their sense of responsibility as masters. For example, if the leaders of small enterprises can arrange their employees' birthdays in person, they can often make employees feel the warmth of home and feel grateful to the leaders, so as to work harder for the enterprise.
2. Honor incentives
Honor motivation is to achieve the purpose of motivation by meeting people's self-esteem needs. Like IBM.
"100% club", whenever employees exceed sales, they are approved to become members of this club, and he and his family will be invited to a grand party and get great psychological satisfaction. Sometimes, the praise of the leader in front of other employees is also an incentive for excellent employees. This kind of public recognition of employees' contributions requires no cost, but the incentive effect is quite remarkable.
3. Material stimulation
Although there are many forms of incentives, the important role of material incentives in people is undeniable. Material rewards are not everything. When many employees of foreign companies have made contributions or made certain achievements in their work, they often choose honor in the face of material rewards and honors. However, this is usually on the premise that the material has been guaranteed. It is hard to believe that an enterprise without material guarantee can make the enthusiasm of workers play a lasting role. It is impossible for a small startup to compete with excellent foreign-funded enterprises in material incentives, but the importance of material incentives must not be ignored, and limited funds should be used in the cutting edge. For example, when choosing whether to use salary increase or bonus, all factors should be considered comprehensively. If employees are dissatisfied with the existing salary, then a salary increase is far more useful than a bonus, which is conducive to increasing the "centripetal force" of employees. For an employee with a monthly salary of 2,000 yuan, a one-time bonus of 5,000 yuan is definitely more exciting than a monthly salary increase of 400 yuan.
4. Career incentives
Cai Changting, the famous "shoe king" in Taiwan Province Province and the founder of Taiwan Province Huanlong Enterprise Group, has done quite well in preventing brain drain. His approach is to use his own money to make some people become shareholders or business owners. Whenever he sees that a truly talented person he thinks wants to leave, he says, "Don't leave, stay in Huanlong, I'll give you the money and do it yourself. If you succeed, the enterprise is yours. If you fail, that's my training fee. " The result is that you want to go but don't go, thus stimulating the vitality within the enterprise. People are not only happy to see their bright future, but also admire Cai Changting. "Ring dragon like orchid. Only by constantly dividing roots can many new orchids be born. With these little orchids, our talents will be preserved and our career will develop. Why not do it?
It is really difficult for small enterprises to retain truly outstanding talents, but if outstanding talents can start their own businesses on this basis, this career incentive effect is enormous. Of course, this also requires small business owners to be as selfless as Cai Changting. Entrepreneurship is not for yourself, but a sublimation of personality and career pursuit.
(5) Give enough trust.
Trust is first embodied in giving employees the right to self-management. The focus of modern human resource management is people-oriented, advocating the organic combination of emotion, reason and law, and pursuing the highest management realm of "governing by doing nothing". McGray, a management scientist, wrote in Human Factors in Enterprises that people generally have the intelligence, creativity and imagination to solve problems. If the conditions are right, people will not shirk their responsibilities, but will take the initiative to take responsibility. When enterprises provide employees with a good self-management system, people will have a sincere sense of belonging and responsibility, improve the enthusiasm of employees, give full play to the positive role of employees, and help improve the production efficiency of enterprises. During the period of 1987, Ford Company and General Motors Company of the United States cancelled the position of "supervisor" at the same time, which fully affirmed the enterprise's self-management of employees and its effect. In addition, full trust is also reflected in the sharing of company resources. When employees' knowledge is improved and information technology is popularized, employees' expectations of enterprises are also improved. The information of an enterprise must be more open and transparent, so as to strengthen the confidence of employees and let employees truly feel that they are the masters of the enterprise.
Full trust also includes reasonable authorization. Dare to delegate is an important symbol to measure the artistic level of a leader. A big common problem in small enterprises is that bosses don't trust their subordinates enough. If leaders do not delegate power to subordinates, or often intervene and give orders after delegating power, it will inevitably lead to management confusion. On the other hand, subordinates will lose their enthusiasm because they have not gained the necessary trust; At the same time, subordinates will also have dependence psychology, and they will look for leaders when something goes wrong, which will make the leaders exhausted and miss important events.
(6) Pay attention to communication
It stands to reason that small enterprises have fewer people, so communication between subordinates and leaders is more convenient, and communication should not be a weak link. But in fact, some small enterprises are not open-minded, and they pretend to be the "head of the family" and do not pay attention to communication with employees. Over time, employees think that since their opinions are not adopted, there is no need to communicate.
However, in fact, collective creativity is often much stronger than human creativity. Harvard Management Journal also pointed out that in order to win the hearts of employees, a fair and transparent decision-making process is more important than a salary increase. The following example can prove this point: Siemens of Germany once acquired the troubled European Nisdorf Computer Company and changed its name to SNI Company. A few years later, SNI employees went from 5. 30,000 people were reduced to three. 50,000 people, anxiety and fear spread in the company. Immediately after his arrival, the vice president of SNI Company held a series of meetings with 65,438+0,000 employees to share his desire to save the country and survive, hoping that every employee would join in and reverse the company's adversity. Shu Miller told the truth that SNI's situation is not optimistic, and further layoffs are imperative. If the department fails to show its vitality, it will be abolished. Schumer put forward clear and strict decision-making rules, and then consulted voluntary reformers. In the next few months, the number of volunteers increased from the initial 30. Plus the last 9000 people. In the whole reform process, employees and managers also put forward opinions, and everyone knows the ins and outs of the decision. Although 20%-30% of the proposals will be rejected, employees feel that the process of expressing opinions is fair. SNI company has greatly improved employee satisfaction in the predicament and created a miracle in the history of European enterprises.
A person who actively explores his work may have immeasurable potential and creative value. Obviously, whether a boss can make every employee contribute ideas, creativity and efforts is the secret of his success. A promising entrepreneur should know how to use the strength of each employee and the strength of the whole team to create Excellence.
(7), design a reasonable division of labor
Small companies often have a feature that there is no formal job description. One is that the number of employees is small, and there is no need to formulate these rules and regulations. Second, small companies don't have so much manpower and material resources to choose. As a result, there will often be unclear division of labor, unclear who the work should be implemented, and things that shirk each other happen from time to time. In an enterprise that has not yet established employees' sense of belonging, or in an enterprise that has not yet done a good job in linking bonuses with performance, it is normal for employees to hope that the less responsibility they undertake, the better. However, the resulting employee complaints and mutual prevarication will directly cause losses to the company. Therefore, the author believes that in a small company, although there are few employees, it is necessary to establish a set of job descriptions, which can also prevent the boss from changing his job responsibilities at will and causing employees' inner dissatisfaction. Of course, the job description should not be fixed, but should always be tested in practice to see if this design is reasonable, and after a period of time, it should be revised on the basis of consultation with employees to make it more reasonable. You can also attach notes to the job description. If there is an emergency that is not involved in the job description, the authorized person can arrange the work and link the responsibility with the bonus. In this way, even if there are some unexpected tasks with unclear division of labor, employees are willing to actively undertake more, instead of shirking each other.
(8) Pay attention to staff training.
Some small enterprises are unwilling to train employees on the grounds of insufficient funds. In fact, this kind of investment in employees is very worthwhile, which can not only establish a good cooperative relationship between enterprises and employees, but also lead enterprises to achieve higher efficiency and more innovation.
Enterprises should not regard talents as burning candles, but as batteries, which are constantly charged while discharging. Many foreign enterprises also take the training of employees and workers as the main means to develop human capital. For example, IBM in the United States spends as much as $4,000-5,000 per capita on employee training every year. According to some data, for every level of workers' general education in some countries, the labor productivity of machinery manufacturing sector will increase by 1.5%-2.0% on average, and that of light industry sector will increase by1.65,438+0%-2.65,438+0% on average. Obviously, from the economic point of view, staff training is also worthwhile.
(9) Create a harmonious working environment
A harmonious working environment includes not only a good office environment, but also an office atmosphere created by good interpersonal relationships. The latter is often more important. Cüneyt, an American management scientist, pointed out: "Management is to design and maintain a good environment, so that people can efficiently accomplish the set goals in the group. In the final analysis, management is human management. Therefore, while trying to create satisfactory working conditions for employees, small companies should also pay attention to coordinating employees' interpersonal relationships, creating an atmosphere of teamwork and mediating employees' dissatisfaction in time. Only in this environment can people feel comfortable and finish their work efficiently.
(10), improve the personal charm of leaders.
In order to build cohesion in small companies, the personal charm of leaders can be said to be crucial. When the small company has not developed to a certain scale and the salary is not high, in order to make employees willing to share joys and sorrows with the company and grow together, leaders must first convince employees that they are an excellent helmsman and can lead everyone to the other side of success. In addition, he should also infect employees with his words and deeds, so that everyone is willing to regard the company as their home and work hard for this home. The personal charm of leaders is mainly reflected in the ability to correctly grasp the direction, perseverance, professionalism, respect for subordinates and so on. Without these characteristics of leadership, it is impossible for employees in small companies to admire their leaders from the heart, and it is impossible for them to be willing to help each other in the same boat, so it is common for employees to change jobs.
Compared with any previous era, the era of knowledge economy is brand-new and global, which is not enough for thousands of years of wisdom. The leaders of small enterprises should also understand the truth: "The way of thinking determines the way out." Although small enterprises have difficulties in human resource management that big enterprises do not, as long as they pay enough attention to finding suitable human resource management methods for small enterprises and break the shackles of traditional thinking patterns, small enterprises can become models of human resource management, and can give full play to the potential of talents and make them grow together with enterprises.
To sum up, small and medium-sized enterprises are playing an increasingly important role in the country's economic construction, but we also see that there are many shortcomings in the management of small and medium-sized enterprises, especially in the management of human resources. If small and medium-sized enterprises want to achieve long-term development, they must overcome these disadvantages, otherwise it is difficult to achieve rapid development.