2. The business traces of nepotism are obvious, and professional managers are absent: nepotism is serious in enterprises, which is very unfavorable to decision makers. If the evenly matched sides encounter differences, many things will be difficult to decide and finally shelved. The earliest entrepreneurs of the company have now become company executives. They are all experts in professional fields, independent and brave. All parties arrange their relatives and friends to enter the company and supervise each other, which brings great difficulties to salary management and performance appraisal, and it is difficult to carry out human resources work.
3. Talent planning lacks strategic vision, and backbone talents, especially management talents, are scarce: the company pays more attention to technical talents than management talents, and its management methods are too arbitrary, some are chaotic, and there is no long-term planning and real strategy. Short-term behavior is one of its weaknesses. The backbone talents are old, the new forces are extremely weak, and the technical resources are not enjoyed. Visible technology content is not high, the so-called independence is afraid of technology leakage, affecting their income and position in the company. Although the overall benefit of the company is good, this good situation can only last for a few years, which is not conducive to the long-term development of the company; There are too many administrative staff, accounting for about 30% of the total number of people in the company, distributed in the comprehensive office, administration department and enterprise management department. Most of these people are relatives and friends of the backbone of the company, non-enterprise management talents, and their general quality is not high. Few schools recruit them, and they have no work experience like blank paper, not to mention the deep-seated problems of company management. Human resource management is also divided into two departments: the enterprise management department is responsible for salary management and performance appraisal, the administrative department is responsible for other daily work, and the comprehensive office is responsible for the administrative logistics of the whole company. Everyone has a background, and everyone has a big temper. In the boss's words, it is not easy to manage!
4. Enterprise management and system construction pay too much attention to form and neglect actual effect, so does human resources work: in order to strive for early listing, enterprises are eager to come up with a set of perfect and standardized rules and plans, but they can't really implement them, and the organizational structure often stays in words. Human resources work only stays in transactional work, and the six modules of human resources are just general: recruitment and employment channels are very narrow, mainly because school graduates recommend themselves, which is probably related to the industry; Salary management, I estimate, is equally distributed like a pot of rice, divided into four grades: company executives, backbone, nepotism and school recruitment. Performance appraisal, in name only, is even less likely to be linked to wages and year-end awards; Serious employee relations and nepotism breed "factionalism" in the organization. The political forces are changing, and the struggle exists for a long time, which is not conducive to work and affects the company's business development. Training and development, the professional knowledge of school science is enough to cope with on-site debugging, and the key is on-site experience. Summing up technical experience can form new technical patents, which can be understood as "practice" in individuals without technical training. Do not pay attention to management training, human resources, quality system, safety production and other enterprise management modules blank. As a company about to go public, it is immature in enterprise management. Human resource planning, a boss who doesn't pay attention to human resource management, I believe it is not to mention the strategic thinking of human resources.
5. So, in view of the above situation, how can the company make a breakthrough in human resources work? I only put forward the following suggestions: business owners must attach importance to human resource management from the fundamental strategy and support the reform of management system and the implementation of human resource work from the perspective of long-term development. Only when leaders truly realize "people-oriented" and respect and trust talents can human resource management get on the right track quickly.
6. In the transitional stage, we should explore the integration of nepotism and professionalism, gradually dilute the color of nepotism, and strive to cultivate a team of professional managers who can bear the main business responsibilities, so as to transform the enterprise from privatization to specialization and standardization.
7. Pay attention to the construction of corporate culture, respect and trust employees, enhance corporate cohesion, transform entrepreneurial enthusiasm into long-term core values, and systematically pass them on to employees, so as to make them become a consistent code of conduct and gradually cultivate a sense of value identity.
8. Establish a basic human resource management framework. From the beginning, we should focus on the overall situation, establish a scientific and reasonable system, and then gradually adapt and flexibly use it according to the specific environment of the enterprise to create value for the enterprise.
9. Establish a standardized performance appraisal and salary drunk management system, design a reasonable salary structure and reward system, clarify the development path of employees, and improve the attractiveness of enterprises to key talents.
10, open mind, with the help of "foreign aid". The lack of professional ability has turned vague ideas into actual management. At this time, we might as well consult a professional consulting organization and establish a human resource management system with the help of external forces.