How to do a good job in human resource management consultation?

1, the main content of human resource management consulting In recent years, human resource management consulting has been in the top position. The reason is that people's role in enterprise competition has improved. For Chinese enterprises, it is necessary to change from traditional personnel management to modern human resource management, attach importance to human factors and develop human potential. However, many enterprises do not understand the difference between traditional personnel management and modern human resource management, and do not know how to fundamentally establish a human resource management system. This provides a development space for human resource management consulting. At present, China is also doing international human resource management consulting business. The main contents are summarized as follows: (1) Human resource management diagnosis Everyone knows the importance of salary or wage system, but they don't know how to do it. The need for comprehensive diagnosis is the premise of other consultations and an important business. In diagnosis, it is necessary to make statistics on the quantity and quality of talents in the enterprise, and measure whether they meet the needs of the present and future development of the enterprise from the aspects of culture, specialty, team quality and creativity, cooperation and independence. (2) Human resource planning According to the enterprise strategy, strategic planning is made for the future talent demand. (3) Talent evaluation can be summarized by confusion. There are two main evaluation methods, one is to sell tools with software; The other is to be evaluated by experts. (4) The construction of human resource system forms a complete human resource management system from post design and salary design. (5) Salary survey: survey the salary level of specific industries and specific positions in the market. This business is also a rapidly developing business in modern human resources business. Any kind of business can be very professional and huge. For key positions, this demand is growing, and now it is mainly needed by foreign companies and private enterprises. (6) The design of salary and welfare system (7) The design of training development system links enterprise training with operation, resulting in the greatest benefits. (8) Organizational post design (9) Corporate culture design (10) Employee satisfaction survey (1 1) 360-degree feedback on the evaluation of a person and people around him. It is difficult to get some real information by traditional inspection methods. (12) employee career design If an enterprise does not consider the growth path of employees, it is impossible. (13) Human Resource Management Information System (14) Training and Development (15) Labor Relations Consultation (16) The demand for employee psychological service human resource management consultation is multifaceted, and the needs of different enterprises are different. 2. Basic methods of human resource management consulting The diagnosis of human resource management consulting is a systematic diagnosis. The main consulting methods are: human resource management diagnosis, position management, salary system, performance management and evaluation center. HRM diagnosis looks at the effect from "three rates" and finds the reason from "four points". These three rates are: labor productivity, satisfaction rate and loss rate. Then find out the reasons from four aspects: selecting people, employing people, educating people and retaining people. In the diagnosis of human resource management, there is a model, which first analyzes the strategy of enterprises. Human resource management consultation is a consultation at the level of enterprise strategy. Second, analyze the corporate culture. When consulting, because each enterprise has its own specific corporate culture, if cultural factors are not considered, it is easy to have problems. Without these analyses, there is no fundamental basis for human resource management consulting. You can't use the same model to do human resource management consulting for different enterprises. When helping enterprises to manage human resources, if there is something wrong with their organizational structure, people's enthusiasm will be restricted. So first of all, it depends on whether its organizational structure needs to be adjusted. Secondly, post management, without job responsibilities, is impossible. The third is process management. Without these supports, the follow-up work cannot be carried out, and the future work is also prone to problems. Performance management, the purpose is to produce performance, and individuals and enterprises produce performance. Incentive system, in enterprises, if learning and not learning are the same, there is no motivation to learn. Therefore, an incentive system is needed to motivate employees in enterprises to learn actively. Strategy and performance, motivation and performance are all interrelated. In my opinion, the reasons for poor management of human resources are as follows: first, at the conceptual level, although human resources are paid attention to verbally, they are not paid attention to in practice; Second, the technical level, do not understand modern human resource management technology; The third is the resource level; Fourth, at the organizational level, whether human resource management has risen to the strategic level, whether the position and role of the department have been valued and effectively improved, and whether it has really been given the power to develop human resources. The main process of establishing a post system is as follows: summarizing the organizational framework-understanding and determining departmental functions-determining post responsibilities-establishing job descriptions of typical posts-evaluating typical posts-establishing a post rank system. When designing salary, increase the range of individual performance salary, less fixed and more floating. Individual floating salary (performance salary) can improve performance, but internal friction may occur within the team. Therefore, to analyze whether the method is appropriate depends on the actual situation of the enterprise. In the specific salary design, more and more enterprises tend to do job evaluation. Within the enterprise, a set of quantitative, scientific and systematic methods are used to divide posts. In salary design, many enterprises are involved in job evaluation. It can be sorted without a lot of quantitative methods. But there is always a need for a division of labor. In addition, positions at different levels should widen the gap. For positions with strong versatility, the wage determination standard shall be socialized. A notable feature is the ability to go up and down, especially the fixed salary. The post evaluation system is the result of long-term experience accumulation. In job evaluation, besides salary, another factor must be considered. The general human resources department, leaning to the front line, should comprehensively consider factors such as performance, responsibility and difficulty. In many foreign companies, the wages of skilled workers are higher than those of managers. It is not difficult to build a capability system, but it is difficult to evaluate it. For large enterprises (organizations), the evaluation is more difficult. If such an enterprise tries to establish such a capability system, the cost will be high and the input-output ratio will be very low. In addition, considering the market factors, it is determined by the scarcity of social market resources. The general principle of salary design is the combination of internal fairness and external competitiveness. In some cases, internal fairness plays a more important role. This factor is even more important for many state-owned enterprises. For enterprises with high personnel mobility, external competitiveness is more important. The so-called evaluation center is the comprehensive application of various evaluation methods, which must be characterized by scenario simulation. A mature evaluation center should be a multi-expert, multi-faceted and multi-tool application. This method can be used for some people, but it is not suitable for some ordinary people because of its high cost. In human resource management consulting, people's experience needs to be verified. Whether it is verified or not, the results are very different, and interviews are the most commonly used. Post, salary and assessment represent three aspects of human resource management. 3. The key to ensure the success of the human resource management consulting project. The key to the success of human resource management consulting project is not a universal law. My four experiences are as follows: first, the determination and communication of consulting objectives are very important. Human resource management consulting is a very new field, and many problems are caused by poor communication in early goal setting, which may lead to problems in later work. Unclear expression of customers may also lead to unclear definition of goals, and enterprises and consulting companies will be at a loss and have deviations. Therefore, customer expectations should be clearly defined from the beginning of the project. Second, it is very important to communicate goals in consulting projects. Because the customer's understanding of consulting is changing. With the progress of the project, customers may have new requirements. Formal and informal communication is ok. The third is to choose the expected management object. We must choose people who can represent the overall interests of the enterprise to communicate, involving personnel, organization, salary and other matters, and we must also choose people who represent the highest interests of the enterprise to contact, communicate and make decisions. The fourth is how to exceed customers' expectations.