What are the new challenges faced by HR managers is an essay question

The challenge faced by the human resource management system is to have a great strength, and to have some relevant resources and qualifications, and to have talent and ability to have such adjustments.

1. Recruitment difficulties are now relatively large competition for talents, due to the existence of enterprise competition, enterprises that can provide good treatment and working environment are more attractive to talents. The uneven development of various regions, more talents are more willing to go to big cities for employment and get more opportunities there. 2. In terms of the system, there are various problems or questions from overtime, attendance, business trips, vehicle management, salary calculation, "three-period" employees, to meetings, performance appraisals, incentives, welfare distribution, etc., the system divergence is an inconspicuous flame in the near future, but it is a fire source that cannot be underestimated in the distance, the fuse can be the staff or gatherers who are connected, and you can cover it up when it is not prosperous enough, and it will lose the possibility of crisis control when it burns into a group organization.

It is challenging to develop the way of management, the management of people, the relationship with others, the overall economic impact, the management model.

It should be the communication with the staff, this problem is very big, and it is difficult to maintain a very smooth communication with everyone.

Summary. Hello, dear. 1.Human resources are diverse. From the knowledge structure, academic background back.

From the perspective of scenery and values, the diversity of human resources is human resources.

Source management is a big challenge, because in the past we assumed human resources.

The source is basically the same, educational background, values, and behavior patterns.

It's basically the same, so it's okay to have a set of management models and management methods.

Work something out. But when it comes to the diversity of human resources, there are some things.

The law is invalid. 2.High mobility of talent. Due to the development of the Internet and economic development.

Mobility poses challenges to human resources. How to address liquidity.

The problem is that now companies mainly rely on increasing the number of teams in the recruitment department, which.

It is a symptom rather than a root cause, and it is clear that it cannot fundamentally solve the liquidity problem.

Title. 3.Potential becomes human capital. Looking at a person in the past, the main thing is to see.

His education, experience, and experience can make more money and compare the value.

High. The future is facing an era of uncertainty, and the value and solution of talents.

The ability to ask questions is his potential. Potential becomes human capital, this is the current situation of China's entire human resources from the overall point of view, in the face of such a situation, what should we do with human resources? This.

It's a question that needs to be pondered.

What are the challenges of human resource management?

Hello, dear. 1.Human resources are diverse. From the knowledge structure, academic background back.

From the perspective of scenery and values, the diversity of human resources is human resources.

Source management is a big challenge, because in the past we assumed human resources.

The source is basically the same, educational background, values, and behavior patterns.

It's basically the same, so it's okay to have a set of management models and management methods.

Work something out. But when it comes to the diversity of human resources, there are some things.

The law is invalid. 2.High mobility of talent. Due to the development of the Internet and economic development.

Mobility poses challenges to human resources. How to address liquidity.

The problem is that now companies mainly rely on increasing the number of teams in the recruitment department, which.

It is a symptom rather than a root cause, and it is clear that it cannot fundamentally solve the liquidity problem.

Title. 3.Potential becomes human capital. Looking at a person in the past, the main thing is to see.

His education, experience, and experience can make more money and compare the value.

High. The future is facing an era of uncertainty, and the value and solution of talents.

The ability to ask questions is his potential. Potential becomes human capital, this is the current situation of China's entire human resources from the overall point of view, in the face of such a situation, what should we do with human resources? This.

It's a question that needs to be pondered.

As we all know, due to China's special historical reasons, the meaning of "human resource management" in the past is very different from that of today. Under the planned economic system, there is no so-called "human resource management", because the employees of the enterprise are not the resources of the enterprise, but the so-called "masters". In the past, there was only the term "personnel management", which is different from the meaning of "human resource management".

As China is undergoing a transition from a planned economy to a market economy of free competition, the human resource management of enterprises is facing some special challenges.

The old management methods, the old ways of thinking, must be abandoned. For business managers, it is urgent to look at human resource management with a strategic vision, because in a competitive business society, the competition between enterprises is to a large extent the competition of flexible and efficient employee management level.

Due to the rapid development of technology, the life cycle of IT products and services is shortening, and the IT market is always in a dynamic change, and the human resource management of China's IT industry is facing some other challenges:

What is the optimal organizational structure? Due to the dynamic nature of the market, companies often need to quickly develop new products and services to meet the competition. This means that employees with different skills need to collaborate on different projects.

In this case, is there an optimal organizational model for human resource management?

What are the optimal processes and KPIs (Key Performance Indicators) in dynamic market conditions? The IT market demands a quick response, which inevitably leads to "chaos" in human resource management. So, could this "chaos" be avoided?

What are the best KPIs to measure employee performance and motivate employees in this "chaos"?

I do not believe that there is a "standard solution" to these challenges. In fact, the author even questions the applicability of the human resource management theories and methods of some Western business schools to Chinese enterprises. Because human resource management itself is a combination of art and science, that is, the unity of what the Chinese call "Tao" and "technique" (method).

"Dao" is sometimes more practical than "art". Moreover, if we can use the term "unhappy family" to refer to a company that is in a state of chaos due to problems in human resource management, then as Leo Tolstoy said, "unhappy families have their own misfortunes", and the chaos of these companies has different roots.

Based on the above understanding, the author tries to take a new perspective, and hopes that this kind of information can help managers and managers in China's IT industry to better cope with various challenges in human resource management.

Challenges in human resource management:

1. Backward human resource development and management concepts.

For a long time, under the influence of the planned economic system, state-owned enterprises have been subject to the state's macroeconomic regulation and control, and have only attached importance to solving the problems of material, capital, and technology within the enterprises while ignoring the human resources of the enterprises, and regarded human resources as only playing a role when they are needed, and regarded people as the inherent labor force, and only attached importance to possession and use, and did not attach importance to development and flow, so that talent could neither enter nor flow out, and the phenomenon of idleness, suppression, and waste of talent was serious.

2 Underinvestment in human capital.

Human capital investment is an investment in which investors increase or improve people's intelligence and physical ability by investing a certain amount of capital (monetary capital or physical goods) in people, and the improvement of this labor force is ultimately reflected in the increase in labor output. The managers of China's state-owned enterprises lack the investment consciousness of human capital, and only care about the present, (replenishing personnel for enterprises, paying wages, etc.), and do not dare to train employees easily, but are afraid of "making wedding dresses for others". Very little long-term human resources**, planning and development.

In this way, some excellent employees who are eager to learn new skills and new knowledge do not have the opportunity to be trained; The inadequacy and opacity of the training system in state-owned enterprises also encourages some people with connections to seize these opportunities; Moreover, some training is a mere formality, the content is boring, and the assessment is divorced from reality, and the purpose of training is not really achieved.

3. The management mode is single, the management authority is centralized, and the management system is highly centralized.

First of all, state-owned enterprises have huge institutions, and various departments and industries cannot manage cadres in a flexible and effective manner according to the nature and difficulty of their respective business work, resulting in the separation of responsibilities and powers, and the disconnection between managing people and affairs, which in turn leads to a disconnection between people and things. Second, the authority of state-owned enterprises is excessively concentrated, the "will of the chief" is strengthened, and the system construction is neglected. Third, the highly centralized management system of state-owned enterprises has hindered the role of the competition mechanism; on the one hand, the "iron rice bowl" for employment, the "iron chair" for cadres, and the distribution of "big pot rice" have restricted competition and the development of individual talents.

On the other hand, during the period of planned economy, the obedience of the individual to the collective was strengthened, which inhibited the autonomy, independence, and selectivity of the individual.

Challenges in human resource management:

1.The management philosophy behind human resource development.

For a long time, under the influence of the planned economic system, state-owned enterprises in the country's macroeconomic regulation and control, only pay attention to solving internal problems, such as materials, capital, technology and ignore the human resources of enterprises, human resources only need to play a role, according to the inherent human labor, heavy possession and use, do not pay attention to development and flow, this half of the people can not enter, can not flow out, idle, urgent, waste of talent and other phenomena.

2.Underinvestment in human capital.

Human capital investment is an investment in which investors increase or improve people's intelligence and physical abilities through a certain amount of capital investment (monetary capital or physical goods), which is ultimately reflected in the increase in labor output.

Managers of Chinese state-owned enterprises lack the awareness of human capital investment, and only care about the present, (replenishing personnel for the company, paying salaries, etc.), and do not dare to easily train employees, lest they "make wedding dresses for others". There is very little long-term human resources**, planning and development.

As a result, some talented employees who are eager to learn new skills and knowledge are not denied training opportunities. The inadequate and opaque training system in state-owned enterprises has also encouraged some well-connected people to seize these opportunities; In addition, some training is only formal and boring, the assessment is divorced from reality, and the purpose of training is not really achieved.

3.The management mode is single, the management authority is centralized, and the management system is highly centralized.

First of all, the large organizations, large departments, and large industries of state-owned enterprises cannot be divided into different categories according to the nature of their business and the degree of difficulty. They are flexible, effective, and targeted in the management of cadres, which leads to the separation of power and responsibility, the separation of people and things management, and the disconnection of people and things.

Second, the power of state-owned enterprises is too centralized, which strengthens the "will of the chief" and neglects the construction of institutions.

Third, the highly centralized management system of state-owned enterprises hinders the role of the competition mechanism. On the one hand, the distribution of "iron rice bowls" for employment, "iron chairs" and "cauldrons" for cadres restricts competition and the development of individual talents. On the other hand, in the period of planned economy, the individual's obedience to the collective was enhanced, which inhibited the individual's autonomy, independence and choice.

Human resource management refers to a series of activities under the guidance of economics and humanistic thinking, through recruitment, selection, training, remuneration and other management forms to effectively use relevant human resources inside and outside the organization, meet the needs of the current and future development of the organization, and ensure that the organizational goals are realized and the development of members is maximized.

It is the whole process of organizing human resource needs and making human resource demand plans, recruiting and selecting personnel and effectively organizing, evaluating performance, paying remuneration and effectively motivating, and effectively developing in combination with organizational and individual needs in order to achieve optimal organizational performance. Academics generally divide human resource management into eight modules or six modules:

1. Human resource planning;

2. Recruitment and allocation;

3. Training and development;

4. Performance management;

5. Salary and welfare management;

6. Labor relations management.

Interpret the core ideas of the six modules of human resource management, and help business owners grasp the essence of employee management and human resource management.