What are the practical difficulties of human resource development in state owned enterprises?

With the development of social economy, what practical difficulties will be encountered in the development of human resources in state-owned enterprises? 1. The backwardness of management concepts, the lack of innovation ability, and the inability to keep up with the development and needs of the times; 2. The ability to cultivate talents is weak, and the training of employees is not in place; 3. The reward mechanism is not in place, generally it belongs to the iron rice bowl, the salary is fixed, the benefits are fixed, and you are not required to have any constructive performance; 4. In the application of talents, it seems that it is not in place, and there is always a feeling of being wrong and overused!

The practical dilemma of human resource development in state-owned enterprises, such as the shortage of technical personnel, although the development of science and technology is relatively fast, but there are very few talents who can adapt to this aspect, and the funds that can be issued by domestic enterprises cannot attract some high-quality technical students. Therefore, one person feels that the most important predicament in the development of human resources in state-owned enterprises is the lack of technical personnel.

Just want to find the corresponding talents, but no, the real talent needs a lot of economic costs, that is, people's requirements for wages are relatively high, although the state-owned enterprises are stable, but people feel that this is not a particularly good place, there are some larger private enterprises or Sino-foreign joint ventures, there will be higher material income, and then the system is bloated, there are many positions that feel that he does not need to exist or do not need so many people, but he really seems to be affected by the reality of the situation, can not change it quickly.

The ideology is not advanced and the functions are not perfect.

At present, many state-owned enterprises are focusing on production, capital, and other aspects, and do not correctly understand the importance of human resources development. Not only does it seriously ignore the factors of employees, but it also seriously lacks the awareness of encouraging employees, and cannot fully stimulate the enthusiasm of employees. (2) The form of human resource development.

Lack of specificity . Emotional intelligence ability and intellectual ability are undoubtedly the two main forms of human resource development in state-owned enterprises, and the development of emotional intelligence ability is the condition and foundation for the development of intellectual ability. (3) Lack of long-term and effective incentive mechanisms.

It is not difficult to find that for a long time, China's state-owned enterprises have simply adopted the methods of political work and ideological education to correct the work purpose and attitude of internal employees, and enhance the work consciousness and enthusiasm of internal employees.

At present, the most important point of the real predicament of human resource development in state-owned enterprises is that they cannot retain talents, and every talent will leave because of some other problems, and the most important problem is the issue of salary, which is too low and too low.

I believe that the new dilemma in the development of human resources in state-owned enterprises is, first of all, that the management concept is not novel enough and the ability to innovate is not enough. Then there is the ability to cultivate talents. In fact, the reward mechanism is not in place.

The salary is relatively fixed. Lack of motivation among employees. And there are some deficiencies in the use of employees.

The practical dilemma of human resource development in state-owned enterprises is that the salaries of these state-owned enterprises are relatively lower than those of private enterprises, so sometimes they cannot retain talents, on the one hand, because state-owned enterprises have been in a state of loss in recent years, and on the other hand, young people are generally unwilling to stay in state-owned enterprises, because they are too restrictive.

I think the dilemma encountered in the development of human resources in domestic enterprises is that, first of all, the management's ideas are not novel enough, there is no innovation, there is no breakthrough, and the ideas cannot keep up, and they will be left behind. Secondly, when cultivating employees, they are not fine, there is no focus, and the core content cannot be found. Finally, the management system set by the company is not in place, the rewards and punishments are unclear, and it is difficult for employees to have the motivation to work hard.

Nowadays, state-owned enterprises are quite difficult to enter, generally require too much, either academic qualifications, or require household registration, many requirements lead to some capable people are not expired recognition, which leads to talents to go to other places, may not be developed, and state-owned enterprises are generally low wages, young people live under greater pressure, which is also one of the reasons why they do not go to work in state-owned enterprises.

Without understanding the market demand, the plan made is not realistic. A good human resource should understand the market demand and make a strategy accordingly.

I can't find the right talent for the company, and I can't give the salary I deserve, so this is the biggest dilemma now.

It is difficult for them to find a staff member who is really suitable for this position, and in the process, they also have to look for some more developmental problems.

It cannot support the company's strategic development and is seriously disconnected from the company's business system, and it cannot face employees correctly, nor can it serve internal customers well.

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(1) Human resources deviate from the corporate strategy

When formulating medium- and long-term development strategies or annual work plans, state-owned enterprises often put talent construction and performance-based pay in a relatively high position, but in the setting of specific assessment indicators, they mainly focus on qualitative indicators and supplemented by quantitative indicators, and even have no quantitative indicators such as turnover rate and employee satisfaction. For the human resources work of state-owned enterprises that are still in the development from personnel management to modern human resources, due to the subordinate position of the human resources management department, it is difficult for them to participate in the operation and management of enterprises and the construction of corporate culture, and it is impossible to realize the fundamental role of inheriting the strategy and receiving talents.

(2) The human resources system and mechanism are not smooth

There is a lack of systematic planning for the work of various sectors within the human resources of state-owned enterprises, and it is difficult to give full play to the overall effectiveness. First of all, the theories of human resource management are complex, and there is no unified and standardized standard system. Secondly, the human resources department is more busy with its own daily affairs and lacks linkage with business departments. Thirdly, the efficiency of human resources is not good, and business leaders are often reluctant to adopt data-based information management systems because they are worried about the leakage of core data, resulting in the lack of big data support for human resources.

(3) Unsound performance appraisal and salary management

State-owned enterprises have not established a scientific job value evaluation and performance appraisal mechanism, and the organization is bloated and redundant, making it easy for employees to come in and difficult to get out. Enterprises lack broadband salary, and the salary system is often difficult to change for many years after the establishment of the salary system, and the salary level not only cannot achieve external competition, but even because the assessment method of big pot rice cannot achieve internal fairness. Due to policy restrictions, it is also difficult for enterprises to establish a diversified welfare system.

(4) There is a lack of systematic path for talent career development

Subject to the historical background of traditional state-owned enterprises, not only are the leaders of enterprises mostly transferred from the first department, but the middle managers are also more than the grassroots public officials. The congenital lack of human resources concept makes it difficult for state-owned enterprises to establish a scientific and effective employee career development system. There is a big bottleneck in the career development of employees, in addition to the promotion in management positions, it is very difficult to break through from professional and technical positions or skilled positions.

Employee career management is a weak link in the work, and few employees provide professional guidance for their career planning from the beginning of their entry, which also directly leads to the difficulty of state-owned enterprises to attract and retain outstanding talents, which seriously affects the vitality and creativity of enterprises.

The practical dilemma of human resource management in China's private enterprises.

1."Insider" control.

2.Significant attrition.

3.The level of human resource management is not high.

Solution. 1.Treat employees with respect and foster dedication and loyalty.

2.Provide a stage for employees to display and stimulate their innovative spirit.

3.Establish an effective incentive and restraint system.

4.Create a good corporate culture.

5.Establish a standardized, standardized and institutionalized management mechanism.

6.Enterprises should bring in professional managers from outside to strengthen their advantages.

I have previously attended a training course for the main board of Shenzhen Hecheng Enterprise Consulting. I just happened to have a note, share it, I hope it can help you.

In my experience, private enterprises in this area rarely have a dilemma, do not pay attention to human resource management is a common problem that most business owners will make, if you have to say a dilemma, the lack of determination of the business owner and the family business members should be the only big dilemma.

The main problem is the cohesion of personnel, and in private enterprises, the bosses are generally the bosses, who do not understand the decentralization of power, and there are many irrational wage systems and other systems, and we want to change this situation.

1. Meet the most basic needs of employees and don't be too stingy with money.

2. Let employees have a sense of belonging, recognize the company, enhance the initiative and enthusiasm of employees, especially strengthen their sense of responsibility.

There are no rules, and even if there are rules, they can't be enforced, and they basically follow the boss's ideas.

(1) The cost budget of private enterprises:

The pursuit of low cost and high profits, so in the recruitment of employees, the budget is small, and there can be more and wider channels to recruit excellent talents. A lot of coping things are just bad, and there are fewer reserve management and technical talents;

Training issues, general private small companies, direct personnel entry, general understanding of the work process, rarely related to the skills training of the work, etc., of course, you recruit experienced and capable talents without bothering. There is little investment in human resources.

Incentives and job support for outstanding employees, or little investment in the projects of subsidiaries, they are not supported by their superiors or the parent company, and they are prone to brain drain, hindering the development and development of other products, etc.

In response to these problems, enterprises should support and invest in correct and effective human resource management, and appropriately delegate power in human and financial resources, so that human resources can play the most efficient point; At the same time of enterprise profit, effective incentives, career incentives and emotional incentives for outstanding talents in a timely manner.

2) Human resource planning.

Formulation, adjustment, revision and implementation of enterprise system. Many companies do not have a clear or accurate human resource management plan, and the changes in the internal and external environment of the enterprise and the adjustment of the organization's strategic objectives will cause changes in the business, number and structure of the enterprise.

The way to deal with it: through the organized and planned human resource management planning to improve the future demand and supply of human resources of the enterprise, towards the strategic goal of development, there is a certain plan to carry out, and be prepared.