More and more attention is paid to human resources work, but some bosses are backward in thinking, low in cultural quality, opinionated and unwilling to accept new things. If you meet such a boss, I suggest you stop wasting time and find another job quickly, otherwise there are only two results. One is that you didn't leave until the enterprise closed down, and the other is that your boss changed your youth. "A leopard cannot change his spots, but a leopard cannot change his spots".

As the saying goes, "A leopard cannot change his spots." Everyone has his own advantages and disadvantages, unique way of thinking and communication style. As an excellent manager, you should realize that there is a limit to transforming a person. What we need to do is not to eliminate these disadvantages, but to make rational use of their advantages, try to avoid their shortcomings, and strive to help everyone make progress on the basis of their uniqueness.

Tip 2: Be a man before you do something.

In many enterprises, the human resources department is relatively independent from other departments, but in fact, the human resources department is in charge of all employees, affecting production, sales, service and even the whole company. Therefore, to carry out human resources work, we must get the support of all departments. The HR manager is a relationship scientist first. He manages you as a brand, sets an example, establishes a good image of HR, and strengthens communication to gain the support of all departments.

Due to the special position and role of human resource managers in enterprises, it is decided that human resource managers should deal with all aspects of working relationships in their daily work: dealing with the relationships with superiors, subordinates, colleagues, internal and external, as well as the relationships between the overall situation and local, management and service, decision-making and implementation, competition and fairness, and effect and benefit. This requires HR to be a man first and then do things.

Tip 3: Cultivate the boss.

No matter what the boss is, we should strive for perfection and cultivate the boss. There are several ways:

1, communicate with the boss, often publicize the concept of human resources and promote various schemes. There is also a process for the boss to accept various schemes. Before communicating with the boss, he should prepare for the implementation of various schemes in the future.

2. Provide various bosses with opportunities to participate in internal and external training for them to learn.

3. Introduce some consultants or trainers to communicate with the boss.

4. Carry out various activities to involve the boss. Gradually change the boss's consciousness and support human resources work.

Tip 4: Take the mass line.

The formulation of any scheme and system must be widely consulted. I think if you take the initiative to be modest, everyone will be willing to participate, and others will feel respected and have no rebellious mentality. At the same time, you will also make a publicity for your system, and the implementation of the natural system will be much smoother. China people have a characteristic that everyone has no opinions when formulating the system, and everyone has opinions when implementing the system, so communication must be in place.

Human resource managers need to face the fact clearly: for people, work is becoming an important way of life, and it is no longer a simple means of making a living; Work is no longer divorced from personal life, everyone is the same, work is unhappy, and life will not be very happy. Now, one of the core values of human resources work is to mobilize the enthusiasm of employees; However, human resource managers are faced with more and more complex employee groups. They come from different times, different age groups, different family backgrounds and different living environments, and they have diversified values. As you can imagine, if human resource managers don't understand the goal of human resource system-employees, what are their expectations for work, what work brings to their lives, what they value or care about, what they care about or worry about, the human resource system will be "as blind as a bat" and "aimless", so we must take the mass line.

Tip 5: Get to the point.

Human resource managers must be familiar with the basic situation of the industry, the overall operation of the company, business processes, hidden organizations, the personality of the person in charge of each system, the development stage and strategy of the enterprise. In short, you should know a lot about the company. Only in this way can you know how HR should work.

Many human resources managers have a misunderstanding: human resources work is a professional job, and it is naturally a "layman" to the company's operation and business; As long as you master the professional skills of human resources, you can do a good job in human resources. On the contrary, it is impossible for a human resource manager who does not understand the company's operation and business to do a good job in human resources. For human resource managers, professional skills are not the main thing at all. Human resource managers should go out, go to the places that senior leaders of enterprises care about, go to the front line of enterprise management and go to the side of line managers. Only in this way can we better understand the business and business needs, grasp the management points and serve the internal and external customers well.

Tip 6: Inside and outside the circle.

On the whole, the rules and regulations should be implemented to the letter, but it does not mean that there is no flexibility. Flexibility should be considered when formulating rules and regulations. The ancients said well, "Clear water means no fish." The highest state of management is not perfect, but incomplete. How to do it without violating the system and doing things well requires skill and is also an art.

Haier building has four columns, 12 floors and 365 windows. It is square in shape, but round in the building. The principle of square represents flexibility, which shows that Haier people's work style is square. I think this is the same in any enterprise, and human resource managers should know how to think. Zheng Banqiao put it well: "It's hard to be confused"!

Tip 7: Set a good direction.

No matter what stage of development an enterprise is in, it is necessary to formulate the company's human resources strategic plan and clarify its working ideas. As the saying goes, "thinking determines the way out." Without clear thinking, it is impossible to do HR work well. At the same time, it is necessary to make annual and monthly human resources work plans, implement the "PDCA" cycle, constantly adjust the plans, and do every job well.

When formulating development strategies, private enterprises in China often ignore human resources planning, consider the human resources situation of their own enterprises, and consider whether their own human resources system can effectively support the development strategies of enterprises. Human resources and enterprise development strategy do not match. Many private enterprises only carry out talent signboards and staff training when human resources become the bottleneck of enterprise development. At the same time, many private enterprises in China have utilitarianism, regard people as costs rather than resources, only use talents without training, and lack the concepts of developing talents, cultivating talents, rationally using talents and effectively managing talents. The lack of human resources strategic planning has seriously hindered the realization of enterprise development strategy. The outdated concept of talents makes the enterprise's talent development ability only stay at the existing level, unable to tap people's potential and mobilize employees' enthusiasm and creativity, which is extremely unfavorable to the development of enterprises.

Tip 8: Lay a good foundation.

At present, the recommendation of human resource management is a common problem, that is, the foundation is not solid, and the hasty introduction of various modules is bound to fail. For example, if the investigation and analysis of training is not done well, the company doesn't know what training is needed, so it immediately carries out a lot of training, just like the patient's stomach doctor prescribing headache medicine to the patient, which is definitely thankless. Therefore, we should do a good job in the basic work of human resources and do a good job in analysis.

Tip 9: Some people will let go.

Management itself is a complex system engineering. Any management work should be based on the specific needs of the enterprise development stage, and so should human resources work. Choose the right time, the right place, the right person and the right way to do the right thing. Never aim too high and encourage others. Many HR managers move a whole set of human resource management system to copy every time they go to a new company, and they are doomed to failure whether they need it or not.

Secret 10: be pragmatic.

After several years of HR uproar, both pragmatic operators and human resources experts seem to be nostalgic again, advocating everything from the root! Recently, a well-known talent organization in the Pearl River Delta is also holding a big discussion on "returning human resources to the starting point". Therefore, many senior HR and operators agree that to do a good job in HR, we must have a down-to-earth heart. Only by proceeding from reality can human resource management achieve its due role and value, and it also confirms the famous saying that practice is the only criterion to test truth!

Secret 1 1: Do the right thing.

To find out the orientation of human resources department, we must find out what to do and what not to do. In particular, we should draw a clear line with administrative affairs and not interfere in administrative affairs. Perhaps the human resources manager can only become a clerk, not pull a long face, pay attention to the seriousness of things, some things are out of control, and must do what they should do.

Many times, doing one thing right is much more important than doing ten things right. Facing the short life, doing the right thing is the best way to "prolong" life.

Being in the right place at the right time, facing the right object and doing the right thing are the foundation of all success.

Remember what should be remembered and forget what should be forgotten. Do what should be done, not what should not be done.

Tip 12: Define permissions.

This is very important. What you can decide and what you should ask for instructions must be clear, fixed in the form of a system and fully authorized. Otherwise, the work cannot be carried out and the efficiency is low. For example, you must have clear authority over the recruitment and salary of new employees.

In order to make the business process of an enterprise smooth and unimpeded, apart from streamlining, it is necessary to give employees due responsibilities, and so is human resources, so that HR can know what to do and what not to do, how to do it and when to finish it, promote the optimal combination of human resources in time and space, and complete the maximum workload with the best manpower, the least consumption, the shortest process, the least time and the simplest operation. Therefore, we should correctly handle the relationship between responsibility and rights. On the one hand, it can avoid the boss's hands-on, and it is convenient to concentrate on making business decisions; On the other hand, it is conducive to enhancing HR's sense of ownership, mobilizing its independence and initiative, giving play to its intelligence and improving work efficiency.

Skill 13: establish prestige.

Just now, after you have a certain authority, you should grasp and make good use of your power, and sometimes you should learn to make an example of others, combine both soft and hard, establish authority through your power influence and non-power influence (personal charm), strengthen personal cultivation, and become the leader of a hidden organization.

I think it is very important that the prestige of the human resource manager in the enterprise will definitely affect the development of human resources work in the whole enterprise. Your prestige comes from several aspects, on the one hand, the authority given to you by your boss, on the other hand, the way you deal with people and the example you set, and on the other hand, your knowledge. More importantly, the comprehensive performance comes from personal influence.

HR managers must strengthen the practice of internal strength, including dealing with people, theoretical knowledge and practical experience. The ancients said: "cultivate one's morality, keep one's family in order, govern the country and level the world." When you practice to a certain extent, many truths will naturally be understood.

By establishing personal authority, winning the support of the boss, successfully paying attention to every HR work, enhancing the importance of the department, enhancing the sense of honor of the department, participating in the formulation of the company's strategy, and gradually giving play to the four new roles of human resources.

Skill 14: borrow the external brain.

As the saying goes, "foreign monks are fond of chanting", which is absolutely true. On the one hand, his ethics is really high and he can guide fans. On the other hand, even if it is not high, because he is a foreigner, everyone believes that he is tall, and the same plan you made is absolutely different from what he did. There is no harm in hiring management consultants or training teachers.

But to be honest, the ideas brought by foreign monks can be used for reference, but their applicability and operability are not as good as ours. Often monks hide the scriptures as soon as they leave, and no one reads them anymore.

Skills 15: systematization

The human resource management system is a large system, and all work should be considered systematically and systematically. The advantage of Haier lies in the systematization and systematization of its management system. Zhang Ruimin said, "We should also consider the problem systematically, and similar things should also be considered systematically." . However, we often find that many aspects of an enterprise's strategic management, performance management and salary system design are relatively independent and cannot be an interactive system, and some even contradict each other.

Only by making each module of human resources work into a system can it be effective. For example, to build corporate culture, only one activity can be carried out, and it is impossible to have an effect. Only by systematically considering the concept, system and behavior, and jointly promoting it, can we see certain effects after one and a half years.