Research Report on the Development of Human Resource Management in SMEs

In the management of enterprises, human resource planning management is not only pioneering and strategic, but also plays a pivotal role in the implementation of the overall strategic planning and goals of the enterprise. Under the conditions of knowledge economy, human resources play an important role in the development of small and medium-sized enterprises. More and more small and medium-sized business owners and corporate management have gradually realized the importance of human resource management for enterprise development, but there have always been many confusions and helplessness in the formulation of human resources planning management. "Human resources planning is very simple. It is not something like recruitment, salary, etc., sometimes adding some training." "The CEO is still making a brain strategy, how can I get the plan?" It doesn't make much sense to plan, and the plan doesn't change very quickly. In the end, it can be fulfilled by 20% -30%." The above is the view of many SMEs on human resource planning management. So, is there a need for SMEs to manage human resources strategically? How can we develop a scientific human resources strategic management?

First, the reasons for the implementation of the human resources planning of SMEs are not satisfactory:

1. The understanding of human resources strategic planning is not comprehensive

There are three parts to doing a good job in human resource management: clear strategic planning - human resource planning - human resources management system and specific implementation plans. The overall development strategy of the enterprise determines the content of human resource planning, which is to establish a human resources management system, formulate specific personnel recruitment plans, personnel use plans, personnel replacement and promotion plans, education and training programs, Evaluation and incentive programs, labor relations programs, retirement dismissal plans, etc. provide direction guidance and basis. Human resource planning in a broad sense encompasses all of this specific content, and it is by no means “just something like recruitment, compensation, and sometimes training.”

2. The company's strategic goals are not clear

The human resources department must provide human resources support and guarantee in conjunction with the implementation of the corporate strategy. In the human resources development and management activities, we should start with strategic goals and guide the strategy to ensure the correctness and effectiveness of human resources policies. Therefore, the premise of human resource planning is that enterprise development and corporate strategy must be clarified first, and then can be decomposed into human resources, and then there will be personnel demand plans, recruitment plans, salary and welfare plans and other matching. SMEs generally lack a clear development strategy, especially in the rapid expansion stage, often involved in different business areas, many of which are emerging industries. These emerging industries have no mature experience in R&D, marketing, management, and service. In particular, some newly developed projects have not been as mature as traditional businesses. Therefore, it is impossible to have a clear plan for human resources management. It can only be one step and one step.

3. The external environment of SMEs is changing too fast, and it is difficult to carry out strategic planning of human resources.

The market is changing rapidly, and the industry plans to achieve a year-end goal of 20% -30% despite the market changes. Such as a company is one of Lenovo's major agents in a certain area. At the beginning of the year, the company's human resources department developed the company's human resources plan for the current year based on the company's annual development strategy. However, in less than three months since the beginning of the new year, Lenovo’s own strategy and organizational structure have undergone major changes. Therefore, as a link in the supply chain, the IT company must also adjust the human resources planning of the entire company, re-establish the company's staffing and preparation according to requirements, and re-engineer a series of training programs related to it. In fact, a series of factors such as politics, economy, law, technology, and culture outside the enterprise have been undergoing dynamic changes, which in turn will cause the internal strategic objectives of the enterprise to change constantly, which in turn will lead to changes in human resources planning. .

4. Lack of expertise and talent in HR strategic planning

At present, although many small and medium-sized enterprises have set up the human resources department, there are some problems in the exercise of departmental functions. The main manifestations are: first, the overall quality is not high, there are few professionals, the professional knowledge is insufficient, and the professional skills are not enough. Second, lack of systematic vocational training; third, many human resources workers are born and raised, have not received good training, have not been swayed by formal large companies, and their horizons are not high. Human resources work is a very unique job, and it has high requirements for personal qualities, comprehension and learning ability. Many of these comprehensive factors are not available through the formal education process. An excellent human resource worker does not rely on certification or theoretical training. What is needed is a profound experience of work and a keen insight into society. Otherwise, human resources workers who rely solely on the principles, techniques, or data processing training are tantamount to talking on paper. In view of the fact that human resources development and management are infiltrating into SMEs, as each enterprise's understanding and practice of human resources work continues to deepen, human resources planning will definitely play a strong role in the development of the enterprise.

The strategic planning of human resources is the guarantee for the organization of sustainable development, and its importance is especially prominent for small and medium-sized enterprises seeking to grow and develop. The ability to formulate and effectively implement human resources strategic planning does not depend on the size of the company. The most important thing is to formulate appropriate policies based on the company's development strategy and management characteristics. This paper studies the current situation and development trend of SMEs in the strategic planning of human resources, and finds out the way out for SMEs in the strategic planning of human resources with the further development of enterprises.

Second, the current two challenges facing human resource management

Socioeconomic change

1. Economic globalization, 2. Social knowledge, 3. Information networking, 4. Population urbanization.

Business management change

1. Changes in the survival base of enterprises, 2. Changes in the source of enterprise development, 3. Changes in the development strategy of enterprises, 4. Changes in the organizational form of enterprises, 5. Changes in the content of corporate activities.

3. Three new trends in human resource development

1. Middle and senior talents frequently quit

In the survey of 150 executives and corporate executives, only 12% insisted that they would not leave the company, and 54% claimed that they were likely or likely to leave the company within two years. The chairman and chairman of the survey and ceo and president accounted for 31%, 27%, and 23% respectively. The enterprises are mainly state-owned enterprises and joint-stock enterprises, accounting for about 63%. The industry is dominated by high-tech and financial industries, accounting for approximately 71%.

2, seven adults value "spiritual salary"

When choosing an employer, seven adults first consider “spiritual salary” including a sense of accomplishment. The dozens of business managers involved in the survey said that they first care about whether the company has its own corporate culture and provides a wide network sharing culture.

Career consultants believe that “spiritual salary” means that talents want to be recognized by employers and grow and develop together with the latter. In addition to providing materials, the “spiritual salary” of the enterprise can truly realize the value-added of talents. This sense of accomplishment can not be satisfied by pure salary and welfare.

3. The pressure management and health management of employees are becoming more and more important

In the post-sars era, companies and individuals re-examined the concept of health, and employee health as an enterprise's wealth-creating capital was increasingly valued. If the enterprise sets the corresponding health service departments and institutions, the cost will increase and the organization will be swollen. Based on the experience of foreign health management, Shanghai Chunrui Health Consulting Service Co., Ltd. has added a professional organization that provides health assistance, vaccination and psychological counseling to employees on the basis of the health examination of the original employees, which undoubtedly provides a simple enterprise. The solution.

1. Strategy-oriented human resource planning becomes an integral part of corporate strategic planning.

More and more companies have realized that if a company wants to gain or maintain a competitive advantage, it can only combine long-term human resource planning with corporate strategic planning. Because human beings have human nature and human rights, they cannot be recruited like machines and equipment.

2. The status of human resources management will become an important indicator for identifying the strength and strengths of enterprises.

In the United States, some organizations make a variety of rankings for companies, such as "Happiness" magazine annually selects companies in the United States that are suitable for people to work. The main basis for selecting these companies is often the human resources activities of these enterprises. The selected parameters are usually: workplace, employee treatment, and corporate ownership.

3. Human resource management personnel will be generalists with human resources professional knowledge and business management knowledge. The position of human resources manager will become an important way to lead to ceo. The redesign of the production process, the reorganization of the organizational structure, the re-establishment of the management and evaluation system, the re-establishment of corporate values, etc., these activities of the enterprise are not only related to the management of the functional departments, but also related to human resource management, some of which are themselves It is the issue of human resource management. Therefore, human resources managers must understand the basic knowledge of the company's financial, operating principles, core technologies. For this reason, more and more senior HR executives will win the ceo position.

4. The “people-oriented” performance coaching process management approach has become mainstream.

The primary element of the process is to create a positive coordination relationship, which then requires HR managers to train employees, provide career coaching, face performance, and develop employee self-esteem, fully unlock the potential of employees, and finally, the process builds various rewards. Strategies to motivate employees to increase their sense of responsibility and achieve results.

5. Corporate human resources are diversified and flexible.

Diversification: 21st century enterprise human resources services can be outsourced, and can be provided externally, and not limited to the internal. For example, the use of headhunting companies to assist companies in the implementation of the recruitment of human resources, the use of specialized training institutions or management consultants in the community for corporate training, and provide a wider range of communication opportunities. Elasticity: Breaking through the traditional working hour system, taking into account the uniqueness of the work of technical R&D personnel, adopting flexible working hours and work sharing measures, allowing them to adjust their working hours to attract talents and stimulate work enthusiasm.

6. New Functions of Human Resource Management--Building an organizational atmosphere in which companies and employees grow together, giving full play to teamwork and planning employees to achieve self-transcending careers.

In addition to salary and benefits, the most attractive measures for enterprises are to provide employees with opportunities for promotion and development. In order to avoid the phenomenon of job vacancies when employees are full, employees should pay attention to the career management of employees according to their actual situation, create an organizational atmosphere in which enterprises and employees grow together, give full play to team spirit, plan the grand prospects of enterprises, and let employees The future is full of confidence and hope, and develops together with the company, providing a broad space for talented and talented people to display their talents and achieve self-transcendence.

7. Establishing a performance evaluation system for dynamic target management is the core function of enterprise human resource management.

In the increasingly competitive 21st century, performance appraisal must focus on the past assessment of employees' attitudes and traits, and the evaluation system combined with dynamic goal management, which perfectly integrates the personal goals of employees and the business objectives of the company. This will inspire greater enthusiasm for work.

8. Incentive-oriented pay strategies are combined with self-service welfare policies.

The traditional salary system pays more attention to the health care factors and job factors of salary, and the two can only eliminate the dissatisfaction of employees, but can not achieve the purpose of motivating employees. Therefore, it is necessary to completely change the traditional salary design concept. First, salary should be linked to job performance, motivating employees' work motivation, and enabling companies to survive in a fiercely competitive environment. Secondly, salary should also be used as a means to motivate employees to learn motivation, and encourage employees to learn more, broader and deeper knowledge and skills to cope with the volatility of the knowledge economy era.

9. Open management, the holders of internal shares of the company are extended from senior managers to middle managers and even employees.

Employee holding internal shares of the company