New Thinking of Human Resource Management in the Internet Era
Some people say that the Internet is a kind of thinking, and others say that the Internet is a technology or a tool, while Prof. Peng Jianfeng believes that the Internet is a new era! As a new era, regardless of whether we recognize, willing to integrate, resist or not, our way of thinking, way of life, way of communication, way of work are more or less by the impact and influence of the Internet.
Business management, especially human resource management, is also facing unprecedented opportunities and challenges brought by the Internet era. As a new era, anyone, any enterprise should go with the trend, rather than against the current, otherwise you can not catch the new opportunities, or be eliminated by the times.
I. Characteristics of the Internet era
As a new era, I think the Internet era has the following four major characteristics.
(a) The Internet era is an era of interconnected commercial democracy
The Internet era is a person and society, people and organizations, people and people, the real world and the virtual world are interconnected to form each other, each other, interconnected zero distance era.
In such an era, the symmetry of information and zero-distance communication, so that the commodity trading of all relevant stakeholders can be free, instantaneous expression of their own value claims and value proposition, relying on the asymmetry of information and black-box operation to obtain the benefits of the profit model and the priority of the shareholders' value of the mindset has been completely subverted, and replaced by the customer value and human capital value priority, the stakeholders of the value balance based on the profit model. The company's profit model is based on the balance of value.
The importance of the value of "fans" and the respect of the right to speak, reflecting the commercial transaction process of the manufacturer's value of the dominant claim to consumers and stakeholders in the value of the dominant claim. In a sense, the Internet era has realized a true commercial democracy.
(2) The Internet era is a knowledge-based economy based on big data
Low-cost, zero-distance, barrier-free interaction between people, interconnected exchanges and communication will inevitably produce a large amount of data, information and knowledge, which implies that behind the data are the needs of the people, personality characteristics, emotional changes, and deep communication and new information generated by the collision of ideas. The new information and knowledge generated by the collision of ideas.
Business decisions will increasingly rely on big data and the knowledge behind the data, and whoever owns big data and whoever can effectively analyze, mine, and apply big data will own the future.
This is because:
First, big data seems to be dynamic and imprecise, but in fact it can speculate from small samples to large trends, and obtain certain facts from uncertain data.
Second, based on big data, we can provide customers with both standardized and personalized services, truly integrating standardization and personalization.
Third, big data enables enterprises to become a resource allocation and integration platform. It enables shareholders, customers, employees, and other stakeholders to access their appropriate resources and benefits around customer value on a public **** platform.
Fourth, big data makes the accumulation, application, conversion and innovation of enterprise knowledge faster, more direct and more effective, and truly enables human society to enter into the knowledge economy era, and also makes the enterprise's greatest wealth is no longer simply the possession of talent, but the data and knowledge it possesses.
(3) The Internet era is a net value era that prioritizes customer value and human capital value
The symmetry and transparency of information, the interactive participation of customers and employees, the intermingling of the barrier-free expression of value demands and expectations, *** with the value of the customer value and the value of human capital as the key connection point of the net value.
In this way, we are able to provide our customers with the best possible service.
In this mesh value structure, customer value is the starting point and the end point of value creation for all stakeholders, and whoever violates the guideline of customer value will lose the position and the opportunity of value creation in the mesh value system.
And in the creation of customer value elements, human resources elements are the most active, the most value creation potential elements, and in the position of priority, this priority is reflected in the priority of investment in human resources and priority development.
(D) The Internet era is an open, **** enjoy the "organic ecosystem" era
Our past organization or value chain, basically a tandem relationship, to the Internet era has entered a tandem, parallel parallel parallel
In the Internet era, we have entered a series, parallel and parallel mesh structure relationship.
In the mesh structure, the nodes of each network, nodes behind the branch, interconnected into an organic ecosystem; organic ecosystem between the organisms, both competition and cooperation, both independent survival and open inclusion. Openness, cooperation, **** enjoy the organic ecosystem is a virtuous cycle of the basic laws of survival.
Between the enterprise and the society, between the stakeholders, between the organization of the value creation between the formation of each other independent, interdependent, mutual influence and interactive exchange of organic life. They are y connected to each other, interconnected; both competition and cooperation, who can not be separated from who; any party to provoke disputes, is a kind of harm to themselves. In the open organic ecosystem, there is no absolute winner, it is difficult to eat and benefit alone.
Second, the Internet era of human resources management of new thinking
The Internet era has brought new challenges to human resources management, but also to the enterprise human resources has injected new vitality, brought new thinking.
(a) value creation without boundaries, employees and customers *** create value
Internet era, the boundaries between employees and customers blurred. Employees are customers, customers are employees, the two roles are interchangeable, value creation without boundaries, *** with the creation of value for customers, create value for the enterprise, create value for employees. Such as millet's fan army has become millet's product technology innovation and brand dissemination of the force, the hundreds of thousands of editors of the U.S. Wikipedia, both customers and employees with specialized knowledge and skills.
In addition, the talent value creation boundary and scope has been extended, the enterprise human resources product services extended to the value chain of customers, such as in the value chain based on the operation of the feed business, milk enterprises through the Internet learning development system will be able to enhance the ability of farmers and management into the enterprise talent development system.
At the same time, the enterprise's human resources products and services development and design, through the employee community to allow employees and business managers to participate in the enterprise's human resources products and services development, design and experience, to achieve human resources management B2E . Based on the Internet, employees and customers can interact and communicate with each other at any time, anywhere, and make suggestions for the innovation of enterprise products and technologies and the improvement and enhancement of management, so that value creation can be realized everywhere.
(ii) data-based human resources decision-making and human resources value measurement management
The Internet makes human resources management based on data, and use data to speak and decision-making possible, so that the human resources value measurement management to enhance the effectiveness of human resources management of an effective way. Between people and organizations, people and people's interconnectivity accumulated, gathered a huge amount of big data for human resources programmed decision-making and non-programmed decision-making provides an infinite scientific basis for human resources management is really based on data and speak with data.
Enterprises collect interconnected data about work sites, individual employees and employee interactions anytime, anywhere, and data employees' behaviors and emotions, such as selection decisions from big data analysis;
Analyze employees' value aspirations and expectations from big data to formulate compensation strategies;
Seek the best performance match between the job system and the competency system from the analysis of big data to eliminate waste of manpower and enhance human resources management.
From big data analysis, seek the best performance matching relationship between job system and ability system, eliminate manpower waste, and thus enhance the scientific decision-making of talent matching;
From big data analysis, analyze the tipping point of labor-management relationship and conflict to reduce the contradiction and conflict within the enterprise, and reduce the cost of control and transaction to reduce the internal consumption.
Through the Internet and big data systems can be objective and fair quantitative evaluation of the organization's value creation process and business performance, so that the value of human resources to measure the management of possible. Therefore, the future of the enterprise human resources department should have measurement experts and data mining analysis experts to strengthen the human resources value quantitative management.
(C) decentralization and employee autonomy and management
The Internet has changed the relationship between people and organizations, and changed the power contrast between people and organizations. Individuals with the help of organizational platforms, their value creation energy and effectiveness is extremely amplified.
The relationship between the organization and the individual is no longer a simple dependence and absolute obedience, in the mesh value structure, the CEO is no longer the only command center of the organization, or there is no chief commander, the CEO is just a symbolic presence, as if the queen bee in the hive, each member is highly autonomous, autonomous management. The organization no longer defines core employees, and each employee can play a key role in his or her position.
As Zhang Ruimin advocated in Haier, "the enterprise has no boundaries, the management has no leadership, the supply chain has no scale, and the employees operate autonomously" is the Internet-based organizational management thinking. At the same time, the organization's right to speak in the Internet era is scattered, in the past the organization's right to speak on the top, is a top-down single right to speak chain, but in the Internet era, who is closest to the customer, who is closest to the enterprise value of the final realization of the link, who will have the right to speak, who may become the core of the organization.
For example, Microsoft now gives up the hierarchy of employees, that any level of people in the future can become the center of the organization's operation, can become the organization's resource deployment center; in Huawei advocate letting people hear the sound of the gun to do decision-making; millet science and technology put forward by the 'partner organization, flat management, go KPI-driven, emphasizing employee autonomy responsibility driven. Haier put forward a single, autonomous business model, is the so-called decentralization and the specific embodiment of the operation of employee autonomy.
(D) core non-core, small people and non-core departments can also create a big contribution
The Internet era is actually a revolution of people, this revolution is the revolution of human ability, the revolution of human value creation. On the one hand, in the net value structure, the boss and CEO is no longer the only core of the organization, the real core of the organization is the customer.
Who is the closest to the customer, the most understanding of the customer, who has more right to speak and the right to deploy resources, such as Tencent's project-based management, Xiaomi's partner responsibility system and go to the KPI are in the dilution of the organization of the top-down power center consciousness, so that the organization as a whole in the face of the fastest response to the market and the customer's needs, the shortest distance, and the lowest internal transaction costs.
At the same time, the emphasis on the organization's resource allocation is no longer simply based on the weight of the KPI indicators pre-designed, but based on the dynamic configuration of the customer and the market demand; on the other hand, with the organization of the flattening, streamlining, data, the organization of the value of people's ability to create capacity and efficiency can be amplified, a small person or non-core sector of the micro-innovation may bring the disruptive innovation of the business model, such as the microblogging! This innovative product does not come from Tencent's core departments and core talents.
The design of HR products and services should not only focus on the value of the core talent, but also pay attention to the voices of the little people, such as "opinion leaders", or else the group action stirred up by the little people will make the enterprise's labor-management contradictions and conflicts get into trouble, which will ultimately affect the performance of the enterprise.
(E) emotional links, interactive communication, enhance the value of the talent experience
The Internet era so that the distance and cost of human communication tends to zero, the symmetry of the information and the transparency of the information, so that employees are more free to express their own emotions and value of the changes in the staff community to form a *** knowledge and opinion leaders, the enterprise's The research and development design and provision of human resources products and services should pay more attention to the emotional needs of employees and value realization needs, and increase the value of human resources products and services experience.
Increase the experience does not mean a larger capital investment, but to make HR products more lean and personalized. Human resource management requires a thorough understanding of human nature. In a sense those of us in HR management are both masters of numbers and masters of human nature. Both to respect the facts of the data, at the same time to have a sense of human nature, to have an understanding.
Therefore, in such an era, human resources is a very important task is to realize the emotional link, to enhance the value of the talent experience.
(F) accurate selection, build a comprehensive development system for talent, to create a supply chain of talent
The Internet era is an era of rapid growth, the Internet thinking is the "capable" logic, excellent talent for the Internet era of enterprises is critical. Therefore, enterprises in the Internet era is more emphasis on how to quickly and accurately select smart, capable, suitable people to meet the needs of high-speed growth.
This requires companies to emphasize the precise selection of people, the comprehensive development of people, to create a supply chain of human resources, to build a comprehensive development of talent system, for the organization's strategic and business development needs to provide a steady stream of talent support.
Specifically to do the following basic work: improve the enterprise talent development system, the establishment of employee competence directory, modular, standardized management system, the construction of job responsibility standard library, the establishment of standard competence and standard job responsibility optimization configuration model, the establishment of emergency events and major projects human resources supply process, and to do a good job of long-term talent training and reserve based on the strategy, etc.
This is the first time in the world that we have seen the development of the human resources supply chain.
(7) Instant feedback, from the cycle of incentives to full recognition of incentives
Employee's intrinsic potential to stimulate and effectively incentivize, is the source of power to enhance the effectiveness of human resources. With the new generation of employees increasingly becoming the main body of human resources, the traditional way of pay incentives to meet the expectations of employees, it is difficult to stimulate the intrinsic potential of employees and value creation energy.
Such as incentives are too single, the incentive process lacks the interactive participation of employees, the performance appraisal lag leads to incentives in a timely manner, incentive failure, and can not attract and retain talent.
The employee incentive system from the cycle of incentives to full recognition of incentives, is an effective way to solve these problems and confusion. Recognition of incentives refers to the full recognition of the value of the employee's contribution to the organization and work efforts, timely efforts and contributions of employees to give special attention, recognition or reward, so as to motivate employees to develop their potential to create high performance.
The Internet, on the one hand, makes the expression of employees' needs and value demands faster, more comprehensive and richer, and on the other hand, the mobile Internet also makes the enterprise's value creation, value evaluation and value distribution of employees more timely and comprehensive. Therefore, the Internet era calls for comprehensive recognition of incentives, and also provides a technical basis for the implementation of comprehensive recognition of incentives.
Enterprises can make the organization's performance recognition and incentives to employees through mobile Internet all the time, everywhere. Employees can be instantly recognized and motivated for everything they do that contributes to organizational development, customer value, and their own growth.
Comprehensive recognition and incentives can bring the organization a good organizational atmosphere, higher performance output, improve employee satisfaction with the organization, provide employees with an excellent corporate social network platform, achieve diversification and long-term incentives, enhance employees' self-management capabilities and participation in the spirit of interaction, bring more collaboration, care and *** enjoyment of the enterprise, and maintain the balance of work and life of the employees. It is conducive to the implementation and promotion of the company's culture and systems.
(H) corporate loyalty to professional loyalty, talent enterprise ownership to value creation circle ownership
The Internet era is a real talent sovereignty era, is an employee at any time may be fired boss squid era. Although many bosses are trying to solve the problem of value recognition and cohesion through culture. But it must also be recognized that this era no longer simply emphasize organizational loyalty, but more emphasis on professional loyalty and professional loyalty.
The greatest wealth of the enterprise is not how many talents, but how much knowledge they have, how much talent they can use, talent to use as the basis, not talent is no longer business ownership but value creation circle attribution system.
That is to say, in the Internet era, the talent owned by the enterprise, transformed into a value creation circle all, the enterprise should be from the closed talent platform to the open talent platform, more emphasis on the talent not to seek all the talent, but to seek the talent to be used; not to pursue the absolute possession, but to seek the absolute use.
At the same time, the Internet era talent is no longer simply loyal to the enterprise or the boss, but more emphasis on loyalty to the customer, loyalty to their professional mission and professional, for some special professionals, he can be used by a number of enterprises at the same time.
This is precisely why in the Internet era, there will be a large number of individual knowledge workers, these individual knowledge workers are no longer dependent on any one organization, he can provide services for four or five companies at the same time. He relies on specialization to survive, and his loyalty is professional loyalty, no longer corporate loyalty.
What he needs is customer loyalty, treating the enterprise as a customer, using his professional ability to provide services for this enterprise, is customer-oriented. Therefore, in the Internet era, we are talking about the concept of professional competence, professional ethics, but also subverted the concept of the so-called corporate loyalty in the past.
(IX) human capital priority, human capital and monetary capital *** governance, *** enjoyment, *** win
The Internet era is the era of the knowledge economy based on big data, is the real human capital priority development, human capital and monetary capital *** governance, *** enjoyment, *** win era.
In the Internet-based knowledge economy era, in the creation of enterprise value elements, human capital has become the dominant element of value creation, on the one hand, the element of human resources is the most active, the most value-creating potential elements, in the position of priority, on the other hand, the human capital and monetary capital have the same corporate governance, resource deployment and surplus value distribution of the right to speak.
In a sense, from the perspective of capital structure, Alibaba, Tencent, Baidu and other Internet companies are foreign companies, but through human capital partnership system and other institutional innovations, human capital and monetary capital to realize the *** governance, *** enjoyment and *** win.
Specifically, the priority of human capital is embodied in:
First, the investment and development of human capital should be prioritized over monetary capital;
Second, human capital has the right to claim surplus value, and participate in the sharing of corporate profits;
Third, human capital, by virtue of its wisdom, should be involved in the governance of the enterprise and business decisions. The Internet era will really usher in the human capital partnership system.
(J) cross-border thinking, borderless management, build human resources value creation network
The Internet era is an "organic ecosystem" of the times, from the pyramid-style, command-style synergy to the automatic interaction of synergistic, process-oriented, team-based will become more important. become more important. Between people and jobs, between people and people in a combination of interactive ways to carry out the labor mode and cooperation mode of innovation.
It may be around a customer's problem, around the customer's value creation to form different teams, break the departmental boundaries and job responsibility boundaries, management is also corresponding to change into process management and team management.
This requires human resource management to have cross-border thinking, upward, to undertake corporate strategy and business change needs, human resource management will continue to touch and influence corporate strategy, and stand in an increasingly strategic perspective to manage human resources, planning human resource management activities, to guide the behavior of human resource management, and to become a strategic partner and change facilitator.
Downward, HRM must pay close attention to the needs and goals of employees, especially in the face of the challenges of the new generation of employees in the workplace. It is important to pay attention to the needs of employees and become an employee supporter.
To the left and to the right, HRM is looking for ways to more effectively support the organization's key business activities, to play the role of a business unit's partner (Partnership), to help front-line managers to lead their teams and create high performance.
Inwardly, the development of human resources management towards the depth of the inevitable bring more and more expertise, refinement and uniqueness.
Outward, across the traditional boundaries with the outside world organizations, social exchanges; whether across the boundaries of tangible organizational boundaries, regional boundaries, national boundaries, family boundaries, or intangible cultural boundaries, power boundaries.
In short, it should be recognized that the changes in human resources in the Internet era, the core also lies in the changes in people, the diversification of personalized human needs, the frequency of human mobility to accelerate, the viscosity of people on the organization to reduce the value of people's ability to amplify the creation of value, the small people can create big value. These changes require organizations to re-examine the most important and core resources of people, and truly reconstruct management concepts and models from the perspective of human capital first.
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