Ten laws that human resource managers must master

The competition among enterprises is ultimately the competition for talents. Talent is the life of an enterprise. How to manage talents, make good use of talents, train and retain talents has become the key to the growth and development of enterprises in the fierce competition. Next, I will tell you about the ten laws that human resource managers must master. Come and take a look!

Primacy effect (avoid hiring people based on impressions)

< p> The primacy effect is the impression left on someone during the first interaction between people. It forms and occupies a dominant position in the other person's mind. The primacy effect is also called the first time effect, priority effect or first impression effect. In the process of social cognition, the individual's first impression affects the subsequent cognition of the object through the first input information. The first impression has the strongest effect and lasts for a long time. It has a stronger effect on the overall impression of things than the information obtained later.

The law of wine and sewage (clean up rotten apples in time)

The law of wine and sewage means that if you pour a spoonful of wine into a bucket of sewage, you will get a bucket of sewage; if you pour a spoonful of wine into a bucket of sewage, you will get a bucket of sewage; Pour a spoonful of sewage into a bucket of wine, and what you get is still a bucket of sewage. In almost any organization, there are several difficult characters whose purpose of existence seems to be to mess things up. The worst part is that they are like rotten apples in the fruit bin. If not dealt with in time, it will quickly spread and rot other apples in the fruit bin.

HR managers should keep their eyes open wider, focusing 60% on 10% of talents, 15% on 70% of mediocre people, and the remaining 25%. %'s eyes are firmly fixed on the 20% villains. Before that spoonful of sewage smells bad, what you have to do is to separate the sewage from the wine. At the same time, you have to find ways to transform this drop of sewage into a drop of wine, quietly purifying it like magic, even if you pour it. Adding aromatic and mellow wine will not ruin the taste, but will add to the elegance. This is the best efficiency!

Jobs's Law (recruiting first-class talents)

?A An outstanding talent can equal 50 mediocre employees. This is a famous saying of Steve Jobs, the boss of Apple and a management wizard. It has developed into the "Jobs Law" and has become popular in Western management circles.

HR inspiration: I would rather have one Zhuge Liang than three cobblers.

1. Pay attention to talents with practical actions. Andrew Adams, who is in charge of career development at the prestigious Wharton Business School, said: "Companies can't just pay lip service to how important it is to bring in talent without taking practical action." The company's senior executives should be involved in talent recruitment activities. ?If the leader personally takes action, it will definitely make the job seekers feel psychologically satisfied and gratified, which will go a long way in eliminating their psychological barriers towards foreign bosses.

2. Choose better talents. Unlike human relations departments who are always looking for people to fill certain job vacancies, bosses and senior managers are always looking for talent first and then placing them in suitable positions. Attract more candidates. In this way, the options are greatly increased, which is conducive to selecting better talents. Improve recruitment efficiency. The boss visits the recruitment site in person, talks directly with the job seekers face to face, and can conduct a comprehensive and systematic assessment of them from aspects such as psychological quality, foreign language proficiency, and professional knowledge. This not only avoids certain mistakes in the recruitment process in the past, but also simplifies the screening process, saves manpower and material resources, and especially saves valuable time.

3. Make employees feel friendly. The boss's personal participation in talent recruitment sends a message to job seekers that once they join the company, they will have easier access to the company's top managers. If job seekers have had the opportunity to talk to senior managers before being hired, they will believe they will be more likely to be noticed when they become employees of the company. In addition, senior managers are often more effective in communicating the company's vision to talent. For newly established and dynamic companies, the founders are usually very careful when selecting employees. The boss's personal visit to the recruitment site allows job seekers to understand and adapt to the company's cultural atmosphere and environment as quickly as possible.

The 28/20 Law

The 28/20 Law is also called Barledo's Law. It was invented by Italian economist Barledo at the end of the 19th century and the beginning of the 20th century. He believes that in any group of things, the most important ones account for only a small part, about 20%, and the remaining 80%, although they are the majority, are secondary.

In an enterprise, it is always 20% of the people who create 80% of the value. As an HR manager, to do a good job in HR, you must identify, train, and manage those people who create 80% of the value for the company, and make these people and positions the focus of attention. At the same time, HR managers spend 20% of their time doing essential work and 80% of their time communicating with people; 80% of their time is spent communicating with 20% of people, and 20% of their time is spent communicating with 80% of their people. .

The frequent resignation of employees has a huge impact on the company, especially the resignation of key core employees with outstanding performance, which often causes irreparable losses to the company. Duan Yongping’s departure that year made a company? , but put "Little Overlord" into trouble. Therefore, once you find that a core employee has a tendency to leave, you must do your best to retain them if possible. Of course, once a core employee decides to resign, it is particularly important to conduct resignation management scientifically. For ordinary employees, the frequency of turnover behavior is less in the first place. Even if it does happen some, it is hoped that it will be within the scope of redundancy.

The specific approach to core employee resignation management begins with the employee's resignation. The first step is to establish a resignation interview system. Before the resignation interview, some retention measures can be taken. If the company can meet the various reasonable needs of core employees, Requirements should be met as much as possible to retain key employees. Of course, if a core employee has made up his mind to resign, he must create a record card for the interview with the departing employee, and save the interview content in a standardized form as the company's human resources file. Minimizing the huge impact on the enterprise is sometimes even a fatal blow, so turnover management is far more than just some of the above tasks.

Kochner’s Law (determining the optimal number of managers)

If the actual number of managers is twice as many as the optimal number, the working time will be twice as long and the work cost will be more 4 times; if the actual management personnel are 3 times more than the best personnel, the working hours will be 3 times more and the work cost will be 6 times more; the same reason applies to ordinary employees.

Couchner’s law couldn’t be simpler. It tells us: The most important thing in people is their essence. If there are many people, there will be idleness, and idleness will cause trouble; because the actual number of personnel is greater than the number of needed personnel, many disadvantages arise, forming a vicious circle. In terms of management, it is not always better to have more people. Sometimes the more managers there are, the worse the work efficiency will be. The job of HR is to identify effective managers, while constantly unleashing everyone's potential and cutting down bureaucracy! In an increasingly competitive world, if a company wants to survive for a long time, it must maintain its long-term competition. force. The source of an enterprise's competitiveness lies in exchanging the most efficient work with the smallest work cost, which requires the enterprise to do the most with the fewest people. Only when the organization is streamlined and the personnel are lean, can the enterprise maintain permanent vitality and remain invincible in the fierce competition.

Gresham’s Law of Salary Management (to prevent average talents from expelling outstanding talents)

More than 400 years ago, British economist Sir Thomas Gresham discovered an interesting phenomenon. Under the gold and silver standard, gold and silver have a certain exchange ratio. When the market price of gold and silver is inconsistent with the legal price, the metal currency (good currency) whose market price is higher than the legal price will gradually decrease, while the market price is higher than the legal price. The metal currency (bad currency) with low value will gradually increase, resulting in good coins withdrawing from hiding, being collected, melted or exported abroad; currencies with lower actual value and bad coins flooding the market. People call it Gresham's law, also known as the law of bad money driving out good money.

In the same enterprise, due to the inertia of the old personnel and salary system, the salary of some low-quality employees exceeds that of high-quality employees, which leads to the "expulsion" of high-quality employees by low-quality employees.

There are many examples in real life: because enterprises do not fully reflect the principle of "high quality, good price" in salary management, the absolute number, especially the relative number, of high-quality employees has declined - this aspect is reflected in the High-quality employees who are dissatisfied with their salaries seek other jobs; on the other hand, high-quality human resources outside the company respond negatively to the company's prayers for recruitment. Suppose there are two employees Q and P in a company. The former is a high-quality employee and the latter is a low-quality employee. Let the relative work value of employee P to the company be 1, then the relative work value of employee Q to the company is 3, but Employee Q's salary is only 1.5 times that of employee P. The authoritative frame of reference here is the market salary level. When we say that the salary level of high-quality employees is lower, in fact, it is not mainly the comparison with the salary level of low-quality employees, but the comparison with the market salary level. Abstractly speaking, when we compare the salaries of two types of employees in an enterprise - low-quality and high-quality employees - based on market salary levels, there are the following two situations: First, although compared with low-quality employees, high-quality employees The relative value to the enterprise is not fully reflected in the salary, but the salary is equivalent to the market level. This is true to a certain extent in state-owned telecommunications, banking, electricity and other industries due to their monopoly nature. As the last refuge of the planned economic system, colleges and universities are also like this to a large extent

The law of unworthiness (let employees choose jobs they like)

? Things that are not worth doing, Isn’t it worth doing well? This is the most intuitive expression of the law of unworthiness. This law reflects people’s psychology. We will do things with passion only if they are in line with our values. If a person does a job that is completely contrary to his personality and temperament, it will be difficult for him or her to do well. If an introverted and very shy person is to be a salesperson, he or she will face having to interact with people every day. How to do this job well when dealing with different people.

There will be such people in every enterprise. As an HR manager, how to identify, select, change and arrange these people so that employees can choose the work they like to do, and at the same time create and inspire employees in the enterprise The fighting spirit is particularly important. It is necessary to analyze the personality characteristics of employees and allocate work reasonably so that the right people can occupy the right positions and make the best use of their talents. For example, employees with a strong desire for achievement can be allowed to complete tasks with certain risks and difficulties alone or take the lead, and timely recognition, praise and incentives can be given when they are completed; employees with a strong desire for dependence can be more involved in a certain task. Work together in the group; let employees with a strong desire for power assume a management position commensurate with their abilities. At the same time, it is necessary to strengthen employees' sense of identification with the company's goals and make employees feel that the work they do is worthwhile. Only in this way can employees' enthusiasm be stimulated and at the same time find suitable value contribution points in the big family of the company.

The Mushroom Principle (the growth rule of respecting talents)

A management mentality of organizations or individuals towards new entrants. Because beginners are often placed in dark corners, in departments that are not taken seriously, and they just do some odd jobs and run errands. Sometimes they are doused with shit and receive unwarranted criticism, accusations, and vicarious punishment. Organizations or individuals are left to their own devices. It is left to fend for itself, and beginners do not receive the necessary guidance and support. This situation is very similar to the growth scenario of mushrooms. Generally, this happens more often in large enterprises and companies with more formal management organizations. Therefore, we pay attention to the living environment of mushrooms, give them appropriate care, and do not put excessive pressure on them, so that they can have a good space to grow.

The Law of 250 (Never neglect any customer)

The famous American salesman Joe Girard summed up the "Law of 250" in the business war. He believes that behind every customer, there are roughly 250 relatives and friends. If you win the favor of one customer, it means you have won the favor of 250 people; conversely, if you offend a customer, it means you have offended 250 customers. This law effectively demonstrates the true meaning of "the customer is God". From this, we can get the following enlightenment: We must take everyone around us seriously, because behind everyone there is a relatively stable and large group. Treating someone kindly is like turning on a lamp and illuminating a large area.

HR is a people’s job. The first person any new employee comes into contact with is HR. HR’s behavioral standards reflect the quality of a company’s overall personnel to a large extent. At the same time, your words and deeds Toe will be used as an example to other personnel. The human resources department is a service department, and all employees are your customers. Therefore, as an HR manager in a company, you have to be careful, because every employee in the company is your God! Otherwise, as long as one person says something bad about you, the effect will be multiplied!

The law of three monks (teamwork is not a simple addition of manpower)

?1+1+1 is >3, it may also be <3?, three monks The power may be greater than that of three people, or it may be less than that of one person.

Why did the three monks have no water to drink? In the past, people only noticed one reason, and that was because no benefits were obtained, or the benefits were unfairly distributed. Instead, they had to pay for themselves to benefit others. As a result, no one was willing. Work. However, this is only what it means to be a household name. However, if an effective reward mechanism is adopted, for example, the more you work, the more you will get, then another situation will arise. The water is there, and it is profitable to carry it, but because there are only two buckets, the three monks are rushing to carry it. As a result, no one could afford water, and everyone still had no water to drink. It's like: one person can dig a hole in one minute, but sixty people can't dig one hole in one second.

It tells us that cooperation between people is not a simple sum of manpower. At the same time, we must also realize that an individual's sense of cooperation and cooperation methods will strongly affect his or her status in the group. We have no reason not to admit that an employee who can optimize the organizational structure and improve performance will inevitably be valued more and progress faster than other employees. As a manager of people, HR needs to understand that the main purpose of management is to establish rules and regulations, clarify responsibilities, optimize structure, streamline performance, and avoid internal friction.

Parkinson's Law

In 1958, British historian and political scientist Cyril Northgood Parkinson published "Parkinson's Law" through long-term investigation and research. (Parkinson's Law). In his book, he elaborated on the causes and consequences of agency staff expansion: An incompetent official may have three ways out. The first is to apply for resignation and give the seat to a capable person; the second is to ask a capable person to assist you in your work; the third is to appoint two people with a lower level than yourself as assistants.

This first road must never be taken, because it will lose a lot of power; the second road cannot be taken, because the capable person will become his opponent; it seems that there is only the third The most suitable road. So, two mediocre assistants shared his work, and he himself gave orders from above. Since the two assistants are incompetent, they will follow the example and find two more incompetent assistants for themselves.

By analogy, a leadership system is formed that is bloated, overstaffed, at odds with each other, and inefficient. This leads to the conclusion: In administrative management, administrative agencies will continue to increase like a pyramid, administrative staff will continue to expand, everyone is busy, but organizational efficiency will become increasingly inefficient. This law is also known as the "rising pyramid" phenomenon.

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