Tackman's team development theory holds that enterprises generally have four stages of development: initial stage, turbulent stage, mature stage and change stage. Only by making clear the demand for human resource management at each stage and making the most suitable choice can the decision makers agree.
How to match human resource management with enterprises? 1 at the beginning, the entrepreneur was HR.
Start-ups are clear-minded, passionate, team-oriented and honest. Usually at this time, the number of enterprises is still small, and there is no need for complicated processes and rules. More depends on mutual trust to promote work. Time and efficiency seem to be everything.
At present, enterprises do not need professional human resource management. To be precise, what is needed at this time is personnel management. The so-called human resource management, at this stage, focuses more on calculating employees' salaries and doing some administrative backstage affairs.
Some entrepreneurs come from big companies, convinced that enterprises must have a human resources director if they want to do well, so they began to recruit candidates at the beginning of their business. But in fact, enterprises in this period are usually small in scale and do not need the support of complex management systems. Management systems, such as performance management, salary management system and recruitment system, are needed only when the enterprise is big and the boss can't manage so many people. At this time, the director of human resources also came into being. What's more, an enterprise with 10 to 20 people usually can't recruit excellent human resources directors.
So, do start-ups need human resources directors? Of course, but the director of human resources at this time is the entrepreneur himself. At this time, enterprises recruit people not by the human resources department, but by the passion of entrepreneurs.
In turbulent times, human resource management is indispensable.
With the gradual development of enterprises, when they reach a certain scale, they will enter a turbulent period.
At this stage, the management of enterprises is more difficult, and the number of external employees is increasing. People usually put forward different views and opinions on the development of the company, and the trust between people began to lose, and even fragmentation occurred. Because the development speed is too fast, or the market changes too fast, everyone is tired of coping, and different voices appear in the face of change. At this time, the company's culture needs to be established, the company's goals need to be determined, the behavior of employees needs to be standardized, and the measurement of performance needs to be standardized.
When the enterprise is big, the boss can no longer manage it and can't affect everyone. He needs to put more energy into thinking about the company's strategy and future. At this stage, human resource managers should recruit corresponding personnel according to the development needs of the company and establish a recruitment system; At the same time, in order to avoid the same phenomenon, we should also start to establish a performance management system, and at the same time pay attention to the company's corporate culture construction, salary system and incentive system. Only in this way can the company move forward on the right track. At this time, human resource management is more inclined to use the right people, use good people, put the right people in the right position, and give the right salary and incentives.
The author has come into contact with such a company, which has gone out of the initial stage and is in a turbulent period, occupying a certain position in the industry. However, this company still adopts the personnel management mode in the initial stage, and the core work of the human resources department is to pay salaries, do attendance and sign contracts, so there has been a serious chaos. To make matters worse, everyone has the right to speak, but only words and deeds. With the improvement of market transparency, rising labor costs and increasingly fierce market competition, the importance of human resource management is only felt when the development of enterprises begins to be stretched, so it is not too late to ask a consultant to sort out the performance.
In the mature period, the fit between employees and enterprises is the key.
Mature enterprises, the business has been on the right track, the strategy for the next 3-5 years has been very clear, and the company's development is becoming more and more stable. At this point, enterprises may not improve their performance soon, but they will never lose to the market. Under normal circumstances, the gross profit of enterprises has been relatively solidified, but the cost is rising. At this time, it is necessary to make profits from management through process control and refined management. Enterprises need to enter the stage of rule by law from the stage of rule by man, and more management is carried out through the processes and rules of enterprises.
A mature enterprise, its stable business model often makes employees lack passion or personal growth goals unclear. Therefore, in human resource management, it is necessary to have a clearer career plan, a clearer talent training system, a set of operating models that adapt to organizational development, and corporate culture construction in the development stage of enterprises, so that employees can see the development hope in enterprises, not just bottlenecks.
This time is the stage of human resources development, that is, everyone pays more attention to the future development of employees and the fit with the development of enterprises, not just asking employees to work according to the company's requirements and job descriptions. Enterprises need to find the problems of employees in the process of performance management, supplemented by training, in order to improve the ability of employees, thus promoting the development of employees and finally achieving the goal of organizational development.
As far as I know, many domestic enterprises are actually in the turbulent period and the early stage of maturity, and have not developed to maturity. Therefore, it is not so handy to develop with human resources. Although some enterprises have entered a mature stage, they are still using the methods of human resource management and even personnel management in the past. Therefore, employees lose their passion and either leave the enterprise that has been struggling for a long time or become inert insects.
During the period of change, employees of enterprises sang operas.
Enterprises in a period of change are always challenging themselves. They lead the market, the industry and the future. They are more forward-looking, more sensitive and always have a sense of crisis. Like Jim, the management guru? According to Collins' new book Choosing Excellence 20 1 1, such enterprises 10 are faster than their competitors. They have three key characteristics: first, they have strict discipline, that is, they do things under the rules; The second is constructive anxiety, that is, not blindly optimistic, but not pessimistic for no reason; Third, creativity based on positivism, that is, grasping creativity is the source of enterprise development, but innovation is based on data analysis, not self-feeling.
Therefore, enterprises in the period of change should grasp these key points. Make good use of your own advantages-most enterprises in transition are in the leading position in the industry, with good brand effect, and it is easier to attract talents.
So, how do such enterprises know and manage talents? You know, at this time, employees are not only resources, but also capital, and the value generated by capital operation is enormous. Therefore, it is necessary to provide employees with a larger platform and even let them become shareholders of the enterprise. Nowadays, many enterprises are talking about the network organization structure, and its significance lies in that enterprises build platforms and employees execute them on the platforms. If they perform well, they can integrate with the enterprise. Many enterprises even choose to let employees become small business owners, so that they can do things more wholeheartedly.
In fact, enterprise management can be informal, but the key is that you have a corresponding platform and mechanism. When the real era of human capital comes, can we still use the inherent management methods? I'm afraid it's impossible. During this period, the employees of the enterprise changed from "asking me to learn" to "I want to learn", and they are more active and will accelerate their contributions.
The author believes that at present, no enterprise in China has really reached the period of change, so no enterprise is doing human capital management. However, this is a trend and a key trend, which requires us to think and practice, but don't forget its relationship with the development stage of enterprises.
Human resources is really a topic that people can never stop studying. If you want to be valuable in human resource management, you should not only look at the strategy of the enterprise, but also become a strategic partner and business partner of the enterprise. More importantly, you should understand the development stage of the enterprise. Only by combining several aspects can you be truly effective, and effectiveness is the king of enterprise management. I believe this will inspire you in the new year.
How to match human resource management with enterprises? Uplink 2 has the advantages of professional human resources:
First, she has more recruitment channels than you, and can attract more relatively excellent employees to join the company. The CEO himself is busy at work, and many times the recruitment methods are narrow, which are generally introduced by acquaintances and recommended by old friends and classmates. If the recruitment speed of talents can't keep up with the demand of enterprises, it will also affect the development speed of enterprises.
Second, the existence of HR sets a barrier between CEO and ordinary employees, which can reduce the influence of many negative news on CEO. After starting a business, we need to deal with a lot of information and deal with all kinds of people every day, so it is very important to reduce the infection of negative information on ourselves.
Third, startups are most afraid of imperfect rules and regulations. In the long run, this will lay a curse for enterprises. Therefore, at an appropriate time, enterprises should start the establishment and planning of systems as soon as possible, and emphasize the importance of corporate culture. A stable team, a perfect system and a mature business model have laid the foundation for the success of the enterprise.
It should be reminded that the turnover rate of talents recruited by start-ups may be high, which is normal. Just keep hiring. But at the same time, we should also pay attention to how to avoid recruiting the wrong person. Reduce recruitment costs?
There are still many points of investigation, and different interview criteria are set for different positions. In fact, in addition to the normal interview, I suggest that the senior management can also make a callback. Because frankly, in recent years, we have found that resumes are still very watery, and with the increasing personnel costs and job-hopping, this back tone still needs to be done, which may be helpful.
What are the cost-effective strategies for retaining talents? Generally speaking, one is to retain people with salary, the other is to retain people with culture, and the third is to let employees see the development space. If the startup company does not have so many competitive advantages in salary, it can make up for it through options and other aspects.