(A) the role orientation of human resources practitioners in different stages of enterprise development
1. Start-up period: generally located in professional daily management and employee consultation: do basic work such as human resource planning, recruitment, training, performance appraisal and salary management, be good at observing and discovering employee needs, help employees solve difficulties in time, and help enterprises create a stable working atmosphere and scientific management system.
2. Growth period: generally located in change management and professional daily management: using scientific and effective management tools and methods to help enterprises make changes, gradually enter standardized and scientific management, and solve problems such as organizational growth and communication and coordination.
3. Maturity: the general direction tends to be strategic partners and change management: HR is required to consider the problem from the perspective of the enterprise and link all work with the company's strategy. At the same time, we should be the vanguard of enterprise reform, provide reference for enterprise reform, and be the staff of company reform.
(B) the role orientation of human resources practitioners at different post levels
1. High-level HR (for example, the company's vice president in charge of human resources and the director of human resources) should position themselves as the company's strategic partners and pioneers of change: combine the company's business and human resources planning to formulate human resources strategies, establish the company's capacity model and employee development channels, design performance and incentive mechanisms that take into account internal and external competitiveness, and manage to promote change and guide employees to adapt to it.
2. Middle-level HR (such as HR manager/minister) should be positioned as the forerunner of change and the daily management of the profession: on the one hand, it is necessary to unswervingly complete the organizational performance objectives and plans of the departments/professional modules under its jurisdiction, and improve the optimization of organizations and processes and the coordination around them in time. On the other hand, actively cooperate with the company's management reform, actively eliminate the resistance in the reform, and obtain the support of employees for the change.
3. Grassroots human resources (such as human resources supervisors and commissioners). ) They should face the daily management of their major: they need to have solid professional knowledge and quality of management, practical experience in management and skilled problem-solving ability. Improve the per capita contribution rate of the whole organization through professional daily management.
4. HR personnel at all levels should be positioned as staff officers, listen to the voices of employees and communicate and guide them in time. High-level HR, mainly paying attention to the high-level company and maintaining communication; HR middle level, mainly aimed at middle-level cadres and business backbones of the company; At the grass-roots level, HR should fully understand, master and pay attention to the ideological trends of grass-roots employees, and convey the information to middle and high-level employees in time, so as to be responsible to the upper boss and the lower employees.
Only when human resources practitioners give full play to their subjective initiative and constantly explore and adjust their role orientation in management practice can they be comfortable in future career development, truly become an accelerant for enterprise development and constantly help enterprises and employees grow and develop.