The main reason for this phenomenon is whether the quality and ability of existing human resources managers can meet the requirements of this change after the outsourcing of transactional and administrative human resources business. At present, there are two kinds of human resources workers in China: one is rich in personnel management experience, but lacks the theoretical knowledge of modern human resources management, and the other is educated systematically in human resources management theory, but lacks rich practical experience and cross-industry management vision. Therefore, these human resources managers do not have the ability to work from a strategic height. In this case, it is an inevitable choice for most enterprises to outsource the core human resources business, realize the enjoyment of scarce resources, and then quickly improve the level of human resources management and gain the core competitive advantage.
Whether the core human resource business can be outsourced and what to outsource is one of the most important problems faced by enterprise human resource management. It is generally believed that the transactional and administrative work of an enterprise can be outsourced because it does not involve the core secrets of the enterprise and has limited impact. However, strategic and core human resource management work involving enterprise salary assessment policy, human resource planning, career planning, talent echelon construction and corporate culture construction cannot be outsourced. In fact, whether the core human resources business is outsourced needs to be analyzed from the aspects of the enterprise's own human resources management level, the availability of high-end human resources talents, the opportunity cost of cultivating high-end talents, and the advantages of third-party organizations in providing services. After the author makes the following discussion and analysis, managers can weigh the pros and cons.
Query 1- External Recruitment
Specialization of high-end human resources talents is often the first choice for enterprises to improve their human resources management level. Because this choice not only effectively improves the level of human resource management, but also ensures the confidentiality, feasibility and convenience of the operation and implementation of the core human resource policies of enterprises to the greatest extent. However, this choice has restrictive conditions.
On the one hand, finding such talents will inevitably mean paying higher costs. The first is the opportunity cost of recruitment. In other words, whether the enterprise recruits by itself or through headhunting companies, the quality of recruitment (whether the hired talents can meet the needs of the enterprise, whether the hired talents can integrate with the existing culture, etc.). It needs to be tested through practical work. This "trial and error" mechanism requires enterprises to pay in terms of time and cost. Secondly, the employment cost of high-end talents. Many domestic enterprises, especially those with low overall wages in the central and western regions, need to pay several times or even dozens of times higher than the average wage of enterprises in order to hire high-end human resource management talents with equivalent qualifications. In the case that the quality of talents cannot be guaranteed, enterprise managers often have doubts about this expenditure, or are eager to see the results of management improvement because they have too high expectations for the hired talents. This kind of mentality invisibly increases the pressure of the hired person, which may eventually lead to recruitment failure.
On the other hand, strategic human resource management needs to focus on the height of the enterprise. In other words, high-end human resources talents should not only be able to master and constantly update human resources management technology, but also have rich experience in human resources management and experience in enterprise operation, and be able to analyze the needs of human resources management from the perspective of business operation of the whole enterprise. In this sense, the strategic task of human resource management is to change from management function to service function, and from traditional personnel controller to guarantor, server and decision-maker of effective operation of enterprise business. Therefore, the talents recruited must have the ability of macro-management of enterprises, and the complex demand of such talents increases the difficulty of specialization of high-end talents to a certain extent.
Inquiry 2- Internal Training
From the perspective of internal talent training, it takes a long time to train high-end talents who meet the above conditions. The reason why high-end talents are high depends not entirely on how profound the theory is, but more on being able to solve the practical problems of enterprises. This puts forward specific requirements for human resource managers in two aspects:
The first is the systemic problem. Whether a human resource manager can have a systematic thinking depends on his mastery of human resource management knowledge, not theoretical dogma. Therefore, the personal theoretical basis and proficiency in theoretical application determine the management level of existing managers.
The second is feasibility. Human resource management should not only focus on solving practical problems, but also consider whether it can meet the needs of the future development of enterprises from a certain height. For example, a comprehensive grasp of business needs can judge the applicability of human resources policies from a business perspective; Be able to keep up with the update of human resource management technology and effectively apply these technologies to practical work; Can stand at the height of corporate strategy and constantly broaden their management horizons and so on. Therefore, seemingly simple human resource management actually requires human resource managers to master comprehensive information and make feasible judgments. Of course, it is not because it is difficult to train talents, but because enterprises should pay attention to the relationship between training high-end talents and rapidly improving the level of human resource management without affecting development.
Survey 3- Renting an "External Brain"
If human resource outsourcing is a new thing a few years ago, then today, no matter the theory or practical experience, there has been a completely operable system. In recent years, in China, on the one hand, based on the global development plan, more and more foreign capital and joint ventures need outsourcing cooperation; On the other hand, many overseas companies also aim at this business opportunity, actively explore the China market and provide outsourcing services. Local people of insight are also competing for the market, and various companies provide outsourcing services. In these outsourcing cooperation projects, the development of human resource management outsourcing has been quite mature. First of all, the establishment of many large human resources companies and specialized agencies makes service outsourcing possible; Secondly, more and more enterprises, especially local enterprises in China, tend to outsource their human resources business. According to the survey, at present, in the domestic consulting market, the core business service of enterprise human resources accounts for 26% of the total consulting service market share, ranking first in consulting service for many years in a row. This shows that many domestic enterprises have adopted the way of outsourcing the core business of human resources.
The so-called outsourcing of core business of human resources refers to a management mode that enterprises seek solutions through the guidance and assistance of professional institutions when the existing human resources managers can not meet the high-end needs of enterprises to improve their human resources management level.
The advantage of outsourcing core human resources is that the essence of this model is the social enjoyment of scarce resources. Through * * * enjoyment, high-end talents in human resource management can serve multiple enterprises at the same time, thus solving the problems of enterprises lacking advanced human resource management technology, new ideas and systematic management ideas to some extent. At the same time, because the professional consultants of the third party can follow the working principles of objectivity, independence, impartiality and confidentiality, it also solves the problem that the third party, as an "outsider" of the enterprise, cannot work like an "insider" of the enterprise, and even has a better effect than an "insider" from a certain perspective. For example, third-party professional consulting institutions can guarantee the right to speak with enterprise managers, possess comprehensive information and materials of enterprises, including "the voice that the boss can't hear", and have cross-industry management vision and so on. These advantages are the basic guarantee for professional consulting institutions to effectively serve enterprises. Therefore, more and more enterprises outsource the core human resource management contents including salary performance system construction, corporate culture construction and competency model development to professional consulting companies to seek high-end services of human resources.
In terms of cost, although enterprises need to pay higher costs to human resource outsourcing projects in the short term, on the whole, the cost payment level of enterprises is not as huge as intuitively shown. In other words, whether human resource outsourcing is conducive to reducing enterprise costs and improving management efficiency should be judged from the perspective of comprehensive cost efficiency. The basic idea of judgment is: whether the consulting project cost paid by the enterprise is equal to (or greater than and less than) the personnel introduction cost paid by the enterprise to achieve the consulting effect, including: the personnel training cost and time cost required to upgrade the human resource management level of the enterprise to a state that can meet the needs of the enterprise; Opportunity cost in the process of introduction and training; The cost of updating and maintaining human resource technology and expanding management vision for human resource managers.
In addition, we should also consider the risk cost of core information disclosure (including the direct or indirect losses that core information disclosure may bring to enterprises, the responsibility of consulting companies for information disclosure, and the loss of professional reputation of consulting companies and consultants), as well as the value that consulting companies contribute to enterprises during the project process (including the value of solutions, the training provided to enterprises during the consulting process, follow-up services, the promotion of brands and reputations of enterprises in the same industry due to consulting, the change of old ideas of enterprise managers, and the generation of new ideas).
Assuming that each item of this formula can be calculated, with the current domestic consulting project charging level, under the premise of ensuring the project quality, the income of enterprises is far greater than the cost paid for consulting. In addition, when choosing an outsourcing organization, enterprises should not only focus on cost considerations, but also comprehensively consider whether the professional consulting organization has a long-term commitment to this business, whether it has substantial investment in construction, whether it has rich operational experience, and whether it will strictly abide by the provisions of national laws and the principle of confidentiality.
Based on the above analysis, the author believes that outsourcing the core business of human resources and quickly gaining the competitive advantage of human resources management will become one of the main choices for domestic enterprises to improve the level of human resources management with the continuous efforts of professional, honest and professional consulting institutions. As many business managers who accept human resources outsourcing services say: enterprises have paid more costs in the short term, but in the long run, they have achieved rapid improvement in their core competence and competitive advantage, which cannot be measured by cash.