How to realize the informationization of human resource management quickly?

On the one hand, human resource management software is expensive and complex, which is unbearable for investment and venture enterprises; On the other hand, it is also because most domestic enterprises, especially fast-growing enterprises, are not sure about their own needs and regard human resource informatization as a road of fear. In view of these situations, Kingdee International released Kingdee K/3 rapid human resource application software package according to the characteristics and requirements of human resource management in fast-growing enterprises, which provided new ideas and solutions for enterprises to realize human resource management informationization comprehensively and quickly. This paper aims to discuss this new development direction with enterprises concerned about the rapid realization of human resource management informatization. Xu Zeng, president of Kingdee International, brilliantly pointed out that the management mode of growth enterprises in different development stages is largely reflected in the different management methods of "people" and "organization". The management mode of the first stage of enterprise development can be called "people-oriented", which can drive the development of enterprises only through entrepreneurs themselves, reflecting the greatest degree of humanity and freedom; The second stage focuses on process management, which requires standardized management systems and business processes; In the third and fourth stages, due to the increase of management flexibility and the emphasis on cooperation and openness, the management models in these two stages can be collectively called "open system model"; The fifth stage is the target-oriented management mode, which is far from being achieved by most enterprises in China. This view has been recognized by many enterprises, and can also help us analyze the characteristics of human resource management in fast-growing enterprises. In different enterprises, human resource management informatization may face different tasks and management requirements: group management requirements: when the enterprise developed to a certain scale, division of labor began to appear within the enterprise, and some departments were managed by professional managers, which was the group stage of enterprise development. At this stage, the main change of management is the so-called "people-oriented" management promoted by entrepreneurs to process management. Therefore, it is necessary to establish a special personnel and administrative management team, whose main responsibility is to guide employees and business teams and guide them to implement the decisions of decision-making levels. At the present stage, the key point of enterprise human resource management informatization is to choose the basic module of human resource management system, solve the basic personnel management quickly and avoid spending too much time and money on the improvement of human resource management system. Standardize management requirements: when the enterprise develops to a certain extent, employees have accumulated some practical experience through continuous guidance and practice, and the level of self-management is also improving, and they begin to demand more autonomy; At the same time, with the expansion of enterprise scale, the improvement of management level, the rapid division of labor among departments, and the increasing dispersion of sales areas and networks, senior managers began to assess their subordinate institutions through extensive authorization, and adopted the methods of regular debriefing reports and profit center assessment. At this time, the focus of managers' compensation is to emphasize personal performance bonus. The main problem faced by human resource management is how to quickly realize standardized management with "authorization" as the main control mode. At this stage, the informatization of enterprise human resource management focuses on meeting the needs of flexible organizational structure adjustment, basic personnel affairs handling and information maintenance, salary management needs of wage classification management and social security welfare management needs of paying various social insurance for employees. At the same time, enterprises begin to have the demand of human resources analysis, which requires that the human resources system not only provide common reports such as personnel, salary, social security and welfare, but also provide various customized report functions that meet the individual needs of enterprises. These functions can basically be realized through the standard modules of the human resources system. Refined management needs: with the rapid growth of enterprises, enterprise organizations began to re-integrate, such as dividing grass-roots personnel into several product groups and setting up appropriate departments according to products. After extensive authorization, senior managers began to emphasize supervision again. The control system of an enterprise consists of a new planning center, a responsibility center, a profit center, a cost center and an investment center. At this stage, the organization will become larger and larger and more dispersed, and organizational ability will become the key to the implementation of the strategy. At this stage, the main problem faced by human resource informatization is how to quickly decompose high-level strategic objectives into each department and employee, and combine with enterprise development strategy to quickly build a post management system based on competency model and an evaluation and incentive system with performance management as the core, and quickly build a strategic human resource management platform composed of CEO, HR manager, business manager and employees. These three requirements summarize the needs of most domestic enterprises for human resource management at present, and also provide a feasible path for enterprises to gradually implement human resource system and quickly realize human resource management informatization. In China, Kingdee's human resources system is widely used in three types of enterprises: the first type is enterprises that want to realize basic management of human resources quickly and have begun to take shape, but lack basic management; The second category is enterprises that have a solid foundation and have entered a period of rapid development, and quickly standardize enterprise management and optimize business processes through Kingdee human resource management system, such as Baidu Online, Shantou Ultrasound, Qingdao Maersk, Shanghai Garden Hotel, etc. The third category is large enterprise groups that have established strategic human resources management platforms through Kingdee human resources system after years of development, such as Shenzhen AVIC Group, China Pharmaceutical Group, Huaxi Hope Group, Guangdong Shipping Group and so on. The misunderstanding and correct starting point of realizing the informationization of human resource management quickly. In order to realize the informatization of human resource management quickly, enterprises must set practical goals according to their own development and actual needs. When setting goals, we should pay attention to avoid two misunderstandings: misunderstanding 1: pursuing one step in place and pursuing functional perfection. This is a typical high consumption of "human resources". Informatization is actually a management project, which is used to solve the management problems of enterprises. Enterprises will develop, and so will the software itself. One-step informatization is divorced from the actual demand of human resource management, which not only increases the actual investment cost, prolongs the implementation cycle, but also increases the cost of future generations. Therefore, enterprises should not ignore the reality and blindly seek perfection when formulating the informatization goal of human resource management; Nor can we neglect one thing, avoid the important or give up the informationization of human resources. A more realistic approach is to gradually realize different modules of the human resources system according to the development stage of the enterprise. For example, Qingdao Maersk Container Industry Co., Ltd. has adopted a step-by-step implementation strategy. In the first stage, only the personnel management system, training and development system, recruitment and selection system, salary and welfare system and report inquiry system of Kingdee K/3 fast HR software package were implemented, but the performance management system was not implemented. The starting point of enterprise human resource informatization will be different in different development stages, but products, implementation, services and customer cases should be considered. The basic starting point for the rapid realization of human resource informatization is "rapid configuration, rapid implementation, rapid application and quick effect". Rapid configuration: Rapid configuration reflects the flexibility and platformization of products. Rapid deployment of human resource management software is specially developed for the characteristics of unstable organizational structure and frequent business process changes in fast-growing enterprises. The biggest trouble brought to enterprises by the human resources system that does not support rapid configuration is that the maintenance workload of organizational structure, authority management and safety management is huge, and the system can't keep up with the changes of enterprises; The rapidly configured human resources system also supports the dynamic integration of the system with other system environments, such as the integration of the salary management system and the financial system. The human resource system can play some basic management functions in the enterprise integration environment, and its organizational structure, authority distribution, workflow configuration and multilingual configuration can be integrated and shared with the office automation, finance and business systems of the enterprise at the same time. Therefore, the rapid deployment of human resources system is very important for growing enterprises. Rapid implementation: the implementation of human resource management system is not only to make the system run, but also to standardize the human resource management process through system implementation. This change affects every employee who uses the human resources system in the company. Therefore, we should try our best to hire implementation consultants with experience in human resource management and implement them step by step according to scientific implementation methods. This is the basic guarantee for rapid implementation. Secondly, we should make full use of the rapid configuration characteristics of software to solve some obstacles in system implementation. For example, Kingdee human resources system supports the customization of processes and documents, which accelerates the pace of system implementation. Rapid application: enterprises should always emphasize this principle when implementing human resources system. The application of human resources system is phased and hierarchical. In addition to the basic personnel system, the business of other modules is relatively independent, such as training, salary, welfare and performance management. These modules can be gradually implemented in Kingdee's rapid human resources software package. Enterprises can fully realize the application of one module and one module, without waiting for all systems to be ready for implementation before putting them into application. This reflects the flexibility of configurable management software and the convenience of Kingdee's fast HR application software package. Quick results are the expectation of every enterprise. Every manufacturer will blow up their own software. But objectively speaking, the validity period and investment income of different human resource management software are very different. In particular, large-scale foreign human resource management software has a large investment and a long implementation cycle, and it takes a long time to see the effect of the system. Even if enterprises don't doubt whether these softwares are suitable for China's national conditions, they can imagine the effect of "carving a boat for a sword" under the situation of rapid changes in enterprises.