Should senior HR managers be selected from among business people?

It depends on the size and scale of your business.

For enterprises with a small scale, business is the leader of the enterprise, and only by understanding the business can the enterprise make profits in the changing market. Therefore, the selection of senior managers must understand the business.

For enterprises with large scale and detailed business division of labor, management is the wings of enterprise development, and only executives who understand management can be beneficial to the enterprise and make the enterprise develop higher.

The selection of senior executives should mainly consider the conditions and requirements of enterprise development, the second is personal quality (internal promotion can better understand this aspect), and the third is to balance all aspects (mainly consider external recruitment or internal selection to be comprehensively balanced).

From another point of view, you also have to choose whether you want to be a leader who can lead everyone to charge into battle, or a general who is strategizing, according to the "life cycle" of your company. When the enterprise is in the initial stage of development and growth, the leading figure is more suitable, and when the enterprise is mature in the development stage, the strategizing figure is more suitable, of course, it is not absolute.

Since you ask about the business, it means that the business is very important in your company, and the people who don't understand the business and only understand the management may be useless in your business.

Hope it helps.

Middle managers can already be called tactical managers, whose main responsibilities are to effectively combine the resources within the organization, plan reasonably, coordinate the organization, formulate progress, assign rights and responsibilities, process control, and grassroots management to finally achieve the company's goals.

As a middle manager, you should have the following qualities:

1.Correct role positioning, as a middle management, to have a very clear positioning of their position. Rationalization, combined with the enterprise structure to recognize the significance of their own rights and responsibilities to the enterprise, so as to effectively manage and operate.

2.The ability of internal innovation, this ability requires middle managers to be able to think conceptually, make logical judgments, plan reasonably, rely on their own ability and judgment, make product innovation, service innovation, process innovation, etc., within the enterprise, and realize changes to the competitiveness of the enterprise.

3.Decision-making and planning ability, enterprise development vision, the middle level often has to formulate a realistic planning plan. So, planning is very important.

4.Execution, effective implementation of strategic intentions and plans.

5.Leadership, judgment, and middle management often have to face direct market competition, and customer communication and other internal and external situations have to make judgments on their own, so judgment ability often affects the overall situation.

6.Communication skills with senior management, with customers, with other functional departments within the company, with the grassroots, etc.

7.Teaching ability, cultivation ability, teaching people to fish is not as good as teaching people to fish, the middle level should be good at cultivating employees, to achieve their growth, but also to get rid of the inefficient mode of burning out of hands-on work, improve team understanding and efficiency.

8.The control of details, the pursuit of details is the cornerstone of its success, we must be pragmatic, control the details, and achieve qualitative change.

The ability to make overall planning, the experience of communicating with people, the meticulous and serious work attitude, the open-minded and cheerful character, and the accumulation of certain professional knowledge.

Senior human resource management must have a deep understanding of two major relationships in the process of enterprise developmentThe relationship between the present and the future, the relationship between specific work and the system There is no doubt that the survival and development of enterprises is a systematic activity that pays close attention to the future, but we can only do specific work in the present. So, what is the relationship between this future and the present?

What is the relationship between the system and the specific work? Senior HR management must have a deep understanding of the relationships. The above relationship is roughly expressed in a simple diagram, which is illustrated as follows:

Hope it helps.

Compensation and performance, and career planning must start from the top.

Competency traits are the latent, deep-seated characteristics of an individual that distinguish high performers from mediocre performers in a job (or organization, culture), which can be motivations, traits, self-image, attitudes or values, knowledge in a certain area, cognitive or behavioral skills—any individual trait that can be reliably measured or counted, and that can significantly distinguish good performance from average performance.

Combined with previous research results, the competency characteristics are mainly concentrated in the following aspects: strategic work design, valuing diversity, decision-making ability, conflict management, emotional control ability, business acumen, employee service orientation, innovation ability, trust building, leadership to cope with change, planning participation ability, continuous learning ability, executive drive and judgment ability.