How to carry out effective human resource management

Management is philosophical from an ideological point of view, scientific from a theoretical point of view, and artistic from an operational point of view. It is difficult to be a qualified manager. For middle-level managers of enterprises, due to the special status of their positions, it seems that it is difficult to become qualified. However, for the development of the enterprise, no matter how difficult the road to Shu is, we still have to take it. But where is the way? Perhaps this famous management quote will give us some inspiration: "Top managers do the right things; middle managers do the right things; executive level staff do the right things." The key to effective management for middle managers is: Do things right. So, how do you get it right? We can simply say that this depends on the changes in the responsibilities of middle managers; changes in skills and qualities; changes in the way time is used; changes in values... These are all correct, but there are too many rules, which makes people confused. Just like if we insist on scientific diet when eating, we will only be skinny in the end. Therefore, I went to the class door and briefly talked about it from the following four aspects, hoping it would be helpful.

1. Find your position and define your responsibilities.

What is the role of managers? We can quote scriptures or rely on our intuition, and we can talk in a dazzling way and spit on everything. But managers should first be role models. Managers' own behavior not only affects their own work efficiency, but also plays a subtle role in subordinates, invisibly teaching employees how to deal with work. We always complain about how stubborn our subordinates are and how they lack the sense of innovation...but we have never asked ourselves: Why are our employees like this? What is the root of the problem? "A strong general has no weak soldiers." A sheep led by a lion can defeat a wolf led by a sheep. Why? The key is that we are leaders. Unqualified managers will intentionally or unintentionally block employees' mouths, tie their hands, and imprison their minds, causing them to say things they don't think and do things they don't want to do. A boss once said that the employees of our company are all good employees. Without their hard work and hard work, the company would not be what it is today. In the discussion of management, it is also said: "There are only incompetent leaders, there are no incompetent employees." Middle managers represent the company to the subordinates, and represent the employees to the superiors. When the company has a communication generation gap, trust When a crisis emerges, middle managers should reflect on whether their work is done properly and whether they are playing the role we should play - role models. The weakness of language determines that teaching by example is always better than words. In view of the special status of middle managers, this requires us to lead by example and take the lead in setting an example.

Secondly, middle managers should be the collectors of employees’ opinions and the perfecters of the system. I always believe that the establishment of a system should be a process of "from bottom to top, and then from top to bottom", a cycle of "from the masses to the masses", with only a beginning and no end. Employees are the makers, practitioners and testers of the system. Middle managers should be the collectors and improvers of employee feedback. When a system is introduced and then falls into disrepair, and the middle-level managers are indifferent to the feasibility of the system and have no comment, then they should be incompetent and do not do their job in their positions. In this way, the system and the system will appear. The phenomenon of operating two skins. The top and bottom complain to each other, but they don’t know where the problem lies. When the problem occurs, the middle managers are shouldering the responsibility.

2. Grasp the principles of management and supplement the nutrition of management

Many business managers will say: Don’t tell me the process, I only want the results. This shows that for business operators, what matters most is the results, and the results are more important than the process. Managers must pay attention to details and manage the process well. Only in this way can good results be achieved. But the premise of paying attention to the process is: paying attention to the results. When we dig a well, the first thing we think about is whether there is a water source here, and the second is how to dig it. Many managers say that I have no merit but hard work. It seems that as long as I have hard work, I should get more rewards. If you ask a manager what achievements he has made, what he usually tells you is not his performance. How much has improved, but how much he does not distinguish between day and night, how much he forgets to eat and sleep. Non-stop is good, but if you go in the wrong direction while running, is it still good? Therefore, the question that middle managers should keep in mind at all times is: Where is my performance? Within a reasonable and legal scope, can we say that performance is fundamental and everything else is secondary? What enterprises need is generals who can "strategize and win thousands of miles away", not "housekeepers". Although there is only one marshal for a team, each of our managers can think like a marshal and act like a soldier. Practice is the most severe teacher and the most demanding judge. Those who can take up management positions must have experienced turbulent times and are the trend-setters selected by practice. However, we should still actively learn relevant theoretical knowledge. We all know that "it is better to sit down and talk about the truth than to get up and do it"; we also know that "what you read on paper will only be shallow, but you will definitely know that you must practice it", and we believe that "the great road has no skills". However, theory comes from practice and is used to guide practice. It is the crystallization of the practical experience of previous people. Since the actual situation of each company is different, it will not directly teach you how to do it, but it will indirectly teach you how to think.

I think that's enough.

3. Correct attitude and dialectical thinking

The ancients said that if people do not trust their words, they will not know what they are worth. Without trust, management will only be naked supervision. Whenever there is an opportunity, , the things you manage will be derailed. A good manager wants the organization to survive without you! As managers, how do we build trust? The answer lies within you and me, in the basic principles of life we ??all know. We trust people, but we should also learn not to let others take advantage of our trust. Abuse your trust in him, punish him, let him know that I am not as weak as you think. Other than that, we have no better way. In a previous article, I have said that the importance of dialectical thinking is also important for a middle manager. If you cannot distinguish priorities at work, cannot grasp the key points, are not good at considering the problem as a whole, and are stuck in trivial matters and cannot extricate yourself, then, in the end, you will be tired and you will be criticized. Human energy is limited, and good steel must be used on the edge of the knife.

4. Choose the right people and train your right-hand man.

Organizational operation does not require geniuses, and business management does not require geniuses. When a large group of geniuses come together, the result is often frustrating. Management is actually about using a group of ordinary people to do something extraordinary. The key question is how to make ordinary people achieve extraordinary efficiency, not how to find unique geniuses. After understanding this, middle managers don't have to be picky or timid when hiring people. Small flaws cannot cover up a person's beauty, nor can minor flaws hide the whiteness of a piece of jade. When we appoint grassroots managers, the key is to observe their actions, and listening to their words is sometimes secondary. A person's talents, beliefs and principles of doing things can all be shown through his actions. In a team, it is abnormal if you cannot hear any abnormal noise or objection. If the water in the muddy pond is motionless and silent, it is dead; in the clear river, if it is turbulent and roaring, it is alive. There are some unpleasant words ringing in your ears, and alarm bells are always ringing, but this is not necessarily a bad thing. On the contrary, if your current assistant has always been obedient, kicking and snorting, and if you say the sun is square, he will not dare to say it is round, this kind of selection is inappropriate. The problem lies with themselves, because employees have no way to choose their leaders, but leaders can. Choose the right people, train your right-hand man, and make yourself even more powerful.