What are the aspects of human resource management in high tech enterprises?

The first is the number of existing human resources, which also includes the number and proportion of gender, the proportion of personnel at different levels, and so on. Perform historical points.

Analysis, quantitative analysis among similar subsidiaries.

The second is the number and proportion of human resource flows from the beginning of the year to the end of the year, and an analysis of the reasons for the turnover.

This is especially true for men with a large turnover rate.

Division to do a further mathematical analysis.

The third is the analysis of the employee's working years in the enterprise.

Because the object of my research is mainly private enterprises, and the mobility of people in private enterprises.

The rate is relatively large, so I generally analyze the working years of employees and find some problems from them.

Fourth, take stock of employee income.

Conduct a historical analysis and study the relationship between price increases and employee incomes as compensation adjustments.

Foundation; Conduct horizontal analysis of similar companies and provide data to solve internal inequities.

Fifth, take stock of the number and income of core employees, and study to see which core employees can be promoted in the new year.

Sixth, take stock of the expenses of senior managers, the income, profits, and the relationship between the enterprises where they work, and do a good job in the year-end assessment.

Preparation now (because most companies incentivize executives with a certain amount of performance incentive at the end of the year).

Seventh, take stock of the basic situation of employees in the core business of the enterprise.

The core business of the enterprise always mentioned here refers to the core of the company's profitability.

Employees who work at the point, such as sales consultants in sales enterprises, are core business employees, and service enterprises are direct customers in the front line.

household contact with employees.

8. Take stock of the situation of full-time human resources management personnel.

Iron also needs its own hardness, and taking stock of its own situation is conducive to the new.

In the past year, we have strengthened our own construction and promoted the in-depth development of human resource management.

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Summary. Dear, I'm glad to answer for you! Features:

1.High quality. In high-tech enterprises, most of the talents have received a high degree of cultural education or technical training, with a high level of knowledge, a solid theoretical foundation and a certain amount of relevant experience, and the proportion of doctors, masters and scientific researchers in the total number of employees is significantly higher than that of other enterprises.

Enterprises use knowledge as capital to produce corresponding products with high knowledge content, and take them as their core competitiveness. 2.Relatively young.

The composition of employees in high-tech enterprises tends to be younger, and most of the employees are around 30 years old. Because of the youth, it is full of energy, has a positive pioneering and innovative spirit, and has a good ability to accept and comprehend new knowledge and new technology, which is conducive to the development and research of new products, and always walks in the forefront of the market. However, due to age, there will also be a certain degree of arrogance, impulsiveness, and impetuousness.

3.Strong autonomy and independence, strong personality. At some point, the capacity of individuals in a business often exceeds the capacity of other groups.

Characteristics and challenges of human resource management under high-tech conditions.

Dear, very happy to answer for you! Features:1

High quality. In high-tech enterprises, most of the talents have received a higher degree of cultural education or technical training, with a high level of knowledge, a solid theoretical foundation and a certain amount of relevant experience, doctors, masters and scientific research personnel in the total number of employees accounted for a significantly higher proportion than other enterprises. Enterprises use knowledge as capital to produce corresponding products with high knowledge content, and take them as their core competitiveness.

2.Relatively young. The composition of employees in high-tech enterprises tends to be younger, and most of the employees are concentrated in their 30s.

Because of the youth, it is full of energy, has a positive pioneering and innovative spirit, and has a good ability to accept and comprehend new knowledge and new technology, which is conducive to the development and research of new products, and always walks in the forefront of the market. However, due to age, there will also be a certain degree of arrogance, impulsiveness, and impetuousness. 3.

Strong autonomy and independence, strong personality. At some point, the capacity of individuals in a business often exceeds the capacity of other groups.

Under the condition of high and new technology, the characteristics and challenges of human resource management: a boring or. After the human resource management observation is buried, second, the human resources recruitment system is not scientific, third, the incentive system is not sound, and fourth, there is a lack of perfect performance appraisal management system.

Human resource management occupies an important position in enterprise management, and human resource management is closely related to the social environment and economic development. At present, China's economic and scientific and technological development levels are constantly improving, and human resource management is also undergoing unprecedented changes. In the context of global integration, Internet+, big data, sharing economy and other eras, human resource management is facing many challenges.

1. Challenges brought about by enhanced personnel mobilityGloboforce survey data shows that high employee turnover rate is the biggest challenge facing human resource management at present. Data**: Globoforce In the "Internet +" environment, due to the freedom and convenience of personnel flow, the flow of talents and talent competition between different enterprises and countries are becoming more and more intense.

In particular, core talents, as the core driving force for enterprise development, their high mobility is not conducive to the stable development of enterprise entertainment. The loss of core talents will not only cause the decline of the core competitiveness of the enterprise, but also may cause the risk of information leakage and core technology loss due to their departure. In addition, the departure of core employees may also trigger the collective job hopping of other core potato sales employees, bringing huge losses to the enterprise.

Therefore, how to solve the problem of high turnover of employees, especially core employees, how to retain core talents, and minimize the many losses caused by the turnover of core employees are the major challenges of modern human resource management. 2 Challenges posed by demographic changeAs traditionalists (born before 1946) age, baby boomers (born between 1947 and 1964) age, and Gen X (born 1965-1980), millennials (born 1981-1995), and Gen Z (born after 1995) become the main force in the workplace. The organizational composition of employees in the enterprise has undergone earth-shaking changes, and a large number of young employees with distinctive personalities have poured into the enterprise and gradually become the mainstay of the enterprise, and the management of talents in the enterprise is also facing huge challenges.

1) The new generation of employees has increasedThe new generation of employees (including millennials and post-employees of Generation Z) have more distinct personality characteristics: diversified values, strong self-awareness and innovation consciousness, advocating freedom and democracy, strong sense of achievement but low clarity of career planning, diversified needs, weakened hierarchical concepts, and low corporate loyalty. Their career focus is different from previous generations, with younger generations focusing more on work-life balance, flexible working styles and timely job feedback.

As these new generation of employees have irreversibly developed into an important force in the enterprise, how to manage the new generation of young employees, how to train the new generation of employees to promote the younger generation of cadres, how to motivate and retain the new generation of employees, and how to make the new and old employees coexist, etc., are all challenges that human resource management needs to face. (2) Population agingFrom the perspective of the macro environment, aging has become an inevitable trend. According to the data released by the National Bureau of Statistics, by the end of 2019, the number of elderly people over 60 years old in China has reached 100 million