The so-called return to the essence is to say that whether it is human efficiency management or human capital management, human resource management, its essence is the management of people. For the management of people, a very important foundation is how we look at human nature and understand human nature, whether human nature is good or evil, what are the commonalities and differences of people, and what aspects of human efficiency management based on human nature can be exerted.
In the context of the times, human efficiency management can not be disconnected from the times, you must have heard of this concept "VUCA", the word VUCA was first a military term, used to describe the unstable, ambiguous multilateral world after the end of the Cold War in the 1990s. After the 9/11 terrorist attacks, the concept was introduced into the business world. It is a group of 4 english words with the first letters together: variable, high frequency and fast speed; uncertainty, not knowing the direction of change; complexity, intertwined; ambiguity, unclear, to describe our complex and changeable world.
The fundamental reason for such a big change in today's era is due to the progress and development of science and technology, whenever there is a big change in technology, whenever civilization undergoes a subversive technological revolution, it will have a deep impact on our world.
The changes in science and technology have brought convenience to our lives, and we no longer ride a donkey from Beijing to Shanghai, and we no longer light kerosene lamps. But when we read those classical works of literature, you will still share the sorrows and joys with the characters in them, which shows that human emotions or the most fundamental characteristics of people, changes are very small.
Therefore, we can say that human nature is a relatively stable factor in this changing society. If we want to do a good job in human efficiency management, we must have a deep understanding of "people". We must always ponder people and constantly study people.
At first, I also felt that the old pondering people did not seem to be very good, like conspirators, but think about it, we are in charge of people, pondering people to study people is the business of human resource managers, just like product managers have to think about research products every day, that is to say, pondering people can also be yang plots, business, is the job of HR.
Now human resource management is facing many new challenges, and the difficulty of talent management has increased. In the current workplace, it is not too much to say that the five generations are in the same house, many enterprises are still leaders after 50, post-60s, post-70s, post-80s, post-90s, and even post-00s are on the same stage, this kind of multi-generational coexistence on the stage, the generation gap is inevitable.
At the same time, the progress of science and technology has given people more freedom of choice of work, and individual values are constantly rising, making individuals more confident when playing games with their bosses. I don't need to use me anywhere, I find opportunities on my own, start my own business, go to the vibrato to brush and play with it, and may attract more people. In the past, people in the workplace "ended from one", a career and a job for a lifetime, and today it is very common to leave and jump jobs.
Is it that the nature of people in different eras is different? I don't think so, the most fundamental thing in human nature is the same, just how to understand it.
Some people say that when doing human resource management work, 99% is to do human nature. Then how to look at human nature becomes a problem that cannot be circumvented, and it includes two meanings:
First, what is human nature? Is man good or evil? Assumptions about human nature are an important foundation for human resource management work, and if your assumptions about human nature are different, your management concepts and methods must be different.
Chinese Confucians and Jurists have different theories of human nature that lead to different ways of governing the country; the different views of "economic people" and "social people" in the West have led to different business management models.
If you think that human nature is good and good, you may emphasize the rule of virtue in management and consciously spontaneously; if you think that human nature is evil, you may severely punish the law and strictly guard against it.
But in fact, human nature is very complex, and it is by no means a simple good and evil that can be summed up. It is too late to discuss this issue today. But we all know that "man is half angel and half devil"
It is not easy for people to achieve the ultimate in any aspect. Those earth-shattering, singable and good deeds are done by people, but those heinous evil deeds are also done by people. Specific to individuals, it is difficult to find a person who is transparent and has no flaws, nor can we find a person who is useless.
Mao Zedong said that it is not difficult for a person to do something good, it is difficult to do good things and not to do bad things in a lifetime, which is the most difficult, the earliest old president of Chinese Min University was called Wu Yuzhang, Mao Zedong said that Wu Yuzhang is such a person.
But on the other hand, I am also thinking that it is also very difficult for a person not to do any good things at all, and not to have any good thoughts in his whole life? We must fully understand the complexity of human beings, link it with human resource management, and employ people can neither seek complete blame, nor can they be unprincipled. Ren Zhengfei has always talked about grayscale management and grayscale thinking, which is largely based on the complex considerations of human nature.
Second, to understand human nature, we must also consider what people have in common and what differences they have. First of all, people and people have commonalities, this commonality is manifested in human behavior are driven by motivation, behind the motivation and hidden human needs, in fact, we can understand people's needs as human nature, just tube behavior is not OK, we must go to the back of the behavior to see his motivation, and all of people's behavior is goal-oriented, where is this goal-oriented?
The satisfaction of one's own needs, the front end of the motivation is the need, what is the demand? It is a state of scarcity, a motivation to get, a driving force, will take action to meet their own needs, our behavior is to benefit and avoid harm, it is precisely because people have this characteristic, management can work.
Rewards and punishments are two magic weapons often used in management. Rewards and punishments are reinforcement, rewards are positive reinforcement, you show the behavior that the organization desires, give rewards, and the purpose is to hope that such behaviors will continue to happen. So what is the penalty? It's a deprivation that takes away what you want, and when your behavior doesn't align with the organization's expectations, the punishment forces you to adjust your behavior.
"No desire is just", people who have no desire at all, this part of the people in the management you have no means to manage them, but this kind of people in the crowd is only less than 1% of the population. If our management system is effective for more than 80% of the population, it is a good system. So to take into account this commonality, the basic pattern of human motivation for behavior is the same.
Understanding these common things, in the management of the so-called heart to heart, do not do to others what you do not want, is the golden rule of management. This commonality allows us to empathize with others, and the experience of others can be learned.
When it comes to the most basic needs of man and the means to meet them, these things are clichés, but they are still valid today. I think that paying attention to people's needs and motivations, and understanding the basic laws of people's behavior, is never outdated in management. Every incentive system introduced by management is actually a test of human nature and a baton for employee behavior.
A good system is to grasp human nature, point this baton to the aspect of attracting people to goodness, and arouse the kindest and noble side of people. But many of our institutions are designed in opposition to human nature, and they induce the evil side of human nature. For example, excessive competition, when they are not comparable to each other in performance, may give you a bit of a stumbling block.
There is a story about two people who meet a wolf in the forest, they run hard, one of them takes off his shoes and pulls away and runs faster, the other says you just take off your shoes and can't run the wolf, and the one who takes off my shoes says I don't need to run over the wolf, just run over you.
Sometimes the system design will cause a lot of internal friction, how to reduce these things? When setting up the system, did you think about the starting point, and did you have any backwards and review systems that might bring about what kind of results they might bring after they came out? Therefore, the underlying logic of institutional design is very important, involving the assumption of people and the essence of management.
How to return to the essence to find the fundamental way of human resource management, What is the essence of Drucker's emphasis on management? Is to stimulate and release people's goodwill, to make life meaningful, management is a real humanistic art, but also emphasize that management to have leadership, leadership is to raise a person's spiritual realm and sense of responsibility to an unprecedented height, to stimulate a person's potential, creativity, let him make achievements beyond their imagination, then what can we do in these aspects? It's worth thinking about.
Of course, there are also special differences between people and people, first of all, there are differences in values, and this difference must be reflected in behavior. When we go to select people, it is very important to pay attention to whether their values and organizational culture match, not only the reserve cadre team, even in the early stage of the new people into the organization, this point should not be ignored. Secondly, there are also differences in people's personality characteristics and ability levels.
Jiangshan is easy to change the nature is difficult to move, people's personality characteristics are very difficult to change, in human resources management, should adopt the principle of personality conformity, the assignment of work tasks should take into account the problem of matching with personality.
In team building, the principle of personality complementarity is also particularly important, many enterprises chairman and general manager or party secretary and general manager, if the personality is not complementary, but opposed to each other, the enterprise chicken dog is not good.
As for individual ability, "horses can make adventures, ploughing fields are not as good as cattle; strong cars can carry loads, crossing rivers is not as good as boats", whether you can find out everyone's strengths, build on their strengths and avoid weaknesses, is a very important aspect of human resource management.
Human efficiency management is a good concept. It opposes the high consumption of talents, opposes the inner volume, and also opposes lying flat. It is not a highly educated and famous university that is a talent, the key depends on what role people have played. No matter how high the education, no performance can not work, it is not the talent we need.
Enterprises rely on talent support, talent is different categories: leadership talent, management talent, professional talent, operation talent; talent is hierarchical, from primary, intermediate, advanced to special level, so the effectiveness management is focused on the end of the person, to the layout to form a talent chain.
What does the talent system do? Landing strategy and support business, empowerment and incentive is an important means to create an activation of the talent chain, the core of the entire human resource management model, the most important thing is to seek reasonable cooperation with people, let the right people do the right things, put the right people in the right positions.
It is true that human resources are now emphasizing that human resources should understand the business. But as a human resource manager, I think the position we hold is actually to understand people better, to understand the business on the basis of understanding people, and to look at the business from the perspective of "people", which is the difference between you and the business manager, and it is also your core competitiveness.
In order to make this person more able to play a role, support the strategy and business, of course, we must understand the strategy to understand the business, the entire company in the process of strategy formation and strategy execution, the human resources department must participate, in the process of strategy formation, from the perspective of human resources to evaluate the company's strategy, to ensure that it can land.
Sometimes the boss has a hot brain, think that this thing is capable, the market is particularly good, the human resources department immediately wants to think about whether there is such a person, if not now, can not be recruited, if not recruited, and can not be cultivated, this opportunity is no matter how good does not belong to you, at this time the human resources department can not speak?
In the process of strategy formation, to understand the country's policies, to understand the changes in the labor market, to understand some of the situations of other opponents, to bring this information to the entire process of strategy formulation and decision-making.
Once the strategy is implemented, human resources should ensure that the quality and ability of personnel can support the strategy, what to do? Recruitment, training, and learning are all means, but they must be carried out around the company's strategy.
When it comes to the motivation and empowerment of human resource management, one is self-empowerment, we must find out who can empower themselves, without whipping themselves, which is an engine in itself. When we recruit people and create the conditions for them to stand out, when these people can lead a part of the organization, they will find that the atmosphere of the whole organization will change very much.
A manager has a sense of mission, through the role of transformative leadership behavior and role demonstration, arouse the sense of mission of subordinates, work as a particularly important thing in adult life, the cohesion of the entire organization will be stronger, the whole team a collective to drive up.
We see that today's young people are more loyal to their careers, they are more concerned about their career development in addition to their income, and they pursue a sense of value, a sense of accomplishment. Therefore, human resource management must be added to the content of employee career management.
When it comes to the career management of employees, many people are worried about the rapid turnover of employees, if you invest so much time and energy in a person, his wings are hardened and he leaves, is it not cost-effective?
We have done some research on this issue, and found that if a person's desire for career management is particularly strong, his willingness to flow is also very strong, when the organization implements better human resources for him or trains to develop career management projects, he is more likely to realize that the organization is an opportunity, the platform is a tool, he will set his career development within the organization, if this is not done well, he will run to the outside.
These people have a particularly strong ability to self-plan, as long as the organization gives him some sunshine, he can shine in the organization, so career management in the organization is beneficial.
In the new career context, the career management of the organization and the career management of the individual can produce an interactive joint effect to promote the professional capital of the individual, what is the final performance of the employee? More engaged in work, more emotional commitment to the organization and a greater sense of professional success, and feeling value and meaning in the work are the natural mission of our human resource managers.
So what is the goal of empowerment? Build and activate the talent chain, put the personal goals and the goals of the organization together, put in a platform organization, on this platform, employees continue to grow, the organization also continues to develop, this is a win-win situation.
So the whole management system of human resources, what do we want to do? The model of human resources shaping, new employees come through training and practice to become enterprise people; a variety of channels of career development, let him become a professional; the construction of the core talent pool makes it a career person, and finally become a successor.
Career management of employees from the perspective of the organization is to look at the problem from the perspective of people, string together the content of human resource management, and bring new horizons of human resources or human efficiency management.
To summarize what I'm talking about today, the main points I want to express are the following points:
First, it is now a highly technological society, and respect for human nature is the guarantee of science and technology for good.
Second, in an era of the full rise of individual value, the relationship between individuals and organizations is not a simple relationship between employers and employees, but a relationship of partners.
Third, the "people" in human efficiency management are not only costs, but also capital. If you see people as costs, it may be squeezing and controlling, when you see people as capital, it is investment, willing to create conditions for him, so that he has greater potential, so human efficiency management is more to stimulate and empower.
In short, if an enterprise wants long-term development, win-win is king. Human-based HR effectiveness management will make win-win situations possible.