The ten new trend of human resource management in the future

更新时间:2019-04-02 16:48:00点击:38654 Industry Views

 Future human resources, how to improve the efficiency of human resources. In the future Chinese enterprises, with the increasing labor costs, performance management will be a core issue in human resource management. Here I would like to talk about the ten new trends related to this. 

First, how to enable employees to work spontaneously and automatically based on customer value, reducing human resources management and internal transaction costs?

To improve the efficiency of human resources, the first thing is to activate the staff. Just like Inamori and Haier's self-employed business, let each employee become the CEO, realize self-management and work spontaneously. What is the self-management organizational model? What is the mechanism of self-management? What is the relationship between self-management and platform management? How to truly make each employee a self-organized, independent value creator and motivate the potential of employees? This requires innovation in organizational models and innovation in human resource management mechanisms. 

Second, how to make employees work valuablely, eliminating the hidden waste and explicit waste of human resources? 

I always think that the biggest waste of Chinese enterprises is talents. The most wasteful is talents, such as the waste of opportunity costs, the idleness of talents, and the lack of progress of people. The topics I am studying now are also related to this, including the hidden waste of human resources within the enterprise, and the explicit waste of human resources. For different industries and different enterprises, the hidden waste and explicit waste of human resources are reflected in What aspects, and so on. 

Third, the dynamic allocation of human resources. 

In the past, the configuration of people and positions is now an effective configuration for management systems and competency systems. It is no longer a simple configuration of people, but a dynamic and effective configuration between one system and another. We are called the two basic points of human resource management. One is the position system. The other is the competency system. In fact, it is studying the macro human resources position and the macro human resources competency, that is, the dynamic allocation between the talent structure. We are now proposing to study how to improve the management level of positions, improve the ability management level of an organization, and realize the dynamic allocation of position system and ability system. Therefore, a company not only needs to do job analysis, but more importantly, it is to do job planning; not only to study individual, but also to study the competency system, which is the core content of supporting the company's strategy and culture. So the dynamic matching efficiency of positions and abilities, including the establishment of their dynamic matching monitoring system, and the evaluation system, is what I am currently practicing. 

Fourth, the evaluation index system for human resource effectiveness.

What is the contribution rate of human capital, and the input and output rate of human resources? In the past, our human resource management was the result management. We now need to manage the whole process of human capital from input to conversion to production. What are the main points of management and what is the management mechanism? This is also my current concern. 

 Fifth, adapt to the requirements of the new-type enterprises, how to integrate the management of employee fragmentation time. 

I am very experienced. When I get up in the morning, I must have three newspapers. I will finish the tour from home to office for ten minutes. When I am on the plane, I will have at least five magazines. I learn to supplement my knowledge and develop my hobbies. I use the time of fragmentation because I have to take classes and do projects at other times. I believe that people must live with value, and each piece of time can create value. Therefore, I recently studied "sharding time and micro-innovation and continuous improvement of enterprises". For example, when employees go to the toilet, they can think of a reasonable suggestion for the company, and they can talk about the company when they eat. Using the fragmented time of employees can create micro-innovation, make innovations everywhere, everywhere, and help companies continue to improve. This is very interesting, and companies will be very interested. 

Sixth, a comprehensive performance recognition system. 

This is being studied together with Teacher Wen Yueran. Formerly called “Comprehensive Salary Incentives”, it is now called “Comprehensive Recognition and Incentive System”. How to mobilize the initiative, enthusiasm and creativity of employees, so that the recognition of employee performance is ubiquitous and ubiquitous, the incentives for employees are everywhere, everywhere, and the value creation of employees is everywhere, nowhere. No, this is the “Comprehensive Performance Recognition System”, a new concept. Recognition, first, recognition of the results, second, recognition of the process, and third, the most important, recognition of key performance behaviors. Therefore, I proposed last year that China’s human resources management first entered the era of efficiency management, and the second was to enter the era of comprehensive recognition and encouragement. 

Seventh, knowledge management.

I am now more concerned about how to personalize corporate knowledge, how to make the internal experience of the enterprise accumulate, inherit, and innovate, how to build the advantages of human resources through the Internet and through the knowledge platform. Therefore, I also pointed out that the company's greatest wealth is not talent, it is the knowledge owned by the company, and it is "talent + knowledge." In the past, we said that talent is the greatest asset of a company. In fact, talents will flow. Therefore, the greatest wealth of a company is the knowledge accumulated by talents. The greatest function of knowledge management, in addition to the personalization of personal knowledge, more importantly, each employee can use the company's knowledge management to amplify the individual's ability, which is called the multiplier effect of human resources. 

Eighth, value-based leadership and complementary leadership teams. 

From the perspective of improving the efficiency of human resources, the effectiveness of an organization comes first from the effectiveness of leadership and the effectiveness of decision-making. When we talk about the efficiency of human resources, we talk about employees. In fact, the inefficiency of human resources in Chinese companies is mainly due to the low efficiency of decision-making and the low efficiency of post-decision implementation. Both of these bottlenecks stem from insufficient leadership. Therefore, leadership is the most important tool for improving the efficiency of human resources. First, through the improvement of leadership to improve organizational decision-making efficiency, operational efficiency, through the vision, culture, values to condense everyone, reduce the transaction costs within the enterprise, so that everyone twisted into a rope, toward a common goal, this It is called vision-based, value-based leadership; the second is to emphasize the complementarity of the leadership team, through the optimization of the structure to produce more human resources effectiveness. Therefore, in the past few years, I have placed more emphasis on the structure of entrepreneurs. The “yin and yang” between the top and the second is to optimize the structure of the leadership team and let them work together. 

Ninth, the platform economy of human resources, the platformization and outsourcing of human resource management are also important ways to improve efficiency.

In the future, many enterprises can share the data platform of human resources, and human resources will enter the era of big data. The human resources sharing platform takes the path of standardization, specialization and standardization, while the human resources department of the enterprise takes a personalized approach and provides strategic and business-based personalized services. Therefore, human resources management must have a background; the background is the platform, the background is standardized, standardized, and the front desk is personalized, so that the efficiency of human resources can be improved and the cost of human resources can be reduced. So how to build this platform, which functions of the company should run on the platform, how the amount of data generated by the platform becomes the basis for human resources products, service development and decision-making, I want to do some research in this regard. 

Tenth, through the innovation of the labor organization model, to improve the efficiency of human resources. 

Because companies must activate on the one hand and synergy on the other. For example, now mobile office, everyone uses a shared community, shared platform for research and development; for example, turning employees into your customers, turning customers into your employees, just like Xiaomi Technology, turning customers into R&D personnel. Do not ask for talent, but ask for talent. For those specialized talents, what kind of labor organization does the company use to incorporate them into the enterprise system, and use the most essential and creative part of them, without burdening other costs? How to build a talent through labor organization model innovation to fully integrate talents? Now we need innovation in organizational models, such as strategic alliances for talent. This is also a new concept we have mentioned. Talents are not necessarily owned by me, but they are used by me. Through the strategic alliance, through the project cooperation system, the global talents can be integrated. However, this involves the organization mode of the enterprise, including the labor organization mode, the team cooperation mode, and the internal part-work mechanism of the enterprise. The enterprise responsibility system and the evaluation system also need to change. This is actually an aspect worth exploring. 

These are the ten issues that I care about. I think it is also the ten issues that China's human resources management needs to focus on in the future. It needs to be explored in depth. China's move from a human resource country to a human resource power country is to improve the efficiency of human resources and truly inspire all the initiative and enthusiasm of the Chinese people. The Chinese are definitely not worse than the Americans.