An article on corporate human resources management is provided for reference only:

In today's increasingly competitive market environment, the competition for talents is particularly prominent, so the development of human resources and Management has become one of the important tasks in enterprise development. How to introduce and retain the required talents, how to fully develop and utilize existing human resources, give full play to everyone's potential and subjective initiative, improve work efficiency, work hard for the development of the enterprise, and reduce the loss of talents, It is an important issue we face.

The so-called human resources management refers to the use of modern scientific methods to reasonably train, organize and deploy human resources combined with material resources, so that the optimal ratio of human resources and material resources is always maintained, while at the same time Appropriate guidance, control and coordination of thoughts, psychology and behaviors, giving full play to people's subjective initiative, so that people can make the best use of their talents, do the right things for the right people, and have appropriate personnel to achieve organizational goals. With the advent of the "knowledge economy" era, the importance of human resource management has become increasingly prominent. It should be noted that business management has shifted from emphasizing the management of things to the management of people, which is the result of intensified competition. Whether it is the expansion of the management field or the improvement of existing management, human resources are the foundation, the premise, and the fundamental. How to select, cultivate, rationally use, and give full play to everyone's potential, how to win employees' dedication and enterprising spirit, retain talents, and achieve long-term and stable development of the enterprise. This series of issues requires every enterprise and every human resources manager to think and study. The purpose of human resource management is to fully develop the potential of each employee, build a talent team, maximize the effect of human resources, and maximize resource benefits.

The following is a brief discussion of the development and management of human resources from the four aspects of "selection, cultivation, utilization and retention".

1. Select people scientifically.

A good start is half the battle, and the most prerequisite for a successful company is to find the right people. Once an enterprise finds the right person, it will undoubtedly provide intellectual guarantee for the healthy and sustainable development of the enterprise.

1. The selection of personnel must match the strategic goals of the company. Human resources are the guarantee for the implementation of strategic planning and the realization of strategic goals. Each enterprise will formulate different overall strategic plans that are adapted to reality at different stages. When we select talents, we must consider that resource allocation must be consistent with the realization of strategic goals. adapt. If an enterprise does not have strategic goals, it cannot talk about human resource planning, let alone the implementation of human resource planning. Enterprises will blindly follow them when selecting talents.

2. The selection of candidates should be suitable for the industry environment and corporate status. Due to differences in industry environment and corporate status, it will also affect our specific operations in selecting talents. First of all, we need to analyze the environment of our industry and what is its position in the entire industrial structure? Secondly, analyze the position of the company in the industry. Different industries and companies have different levels of talent. According to the company's development plan, a talent selection strategy must be tailored for the company to avoid the abuse or loss of talent. .

3. The selection of candidates should be combined with the economic level and humanistic environment of the region. According to the economic level and humanistic environment factors of the region, we should not aim too high and be practical. Especially when recruiting college graduates, we should try our best to base our company on the regional environment, industry environment, humanistic environment and the actual local economic level. Achieve its own transparency, so that both recruiting parties can understand each other, which can help the company select the right talents, and truly achieve value for money or even greater value for money.

4. When selecting candidates, you must consider the supply status of the talent market. Generally speaking, the supply and demand of the talent market are not controlled by enterprises. However, enterprises should consider the impact of market supply and demand when selecting talents. The so-called plan does not change quickly. Enterprises need to analyze the specific situation and adjust the talent recruitment plan in a timely manner. When the talent market is booming, they can appropriately increase the number of recruited talents and strengthen the talent reserve; when the market talent is in short supply, they can appropriately reduce the recruitment quantity and standards to adapt to the situation. Market changes.

5. When selecting personnel, you must take into account both short-term and long-term talent needs. Short-term and long-term talent strategies should be formulated based on the company's strategic goals. Select and reserve corresponding talents according to the talent strategy to meet short-term personnel needs and long-term talent reserves. Only with reasonable reserves and optimized allocation can the enterprise be in a state of normal operation and development in the long term.

6. Human resource costs should be considered when selecting people. Human resource costs are expenses incurred to acquire and develop human resources, including human resource acquisition costs, usage costs, development costs and turnover costs. The selection of people should be based on the qualities required for the position and select suitable people. It is important to avoid using experts everywhere. Employing high-quality personnel will not only directly increase salary costs, but also easily lead to brain drain, resulting in higher employment costs. Wrong hiring is the real cause of brain drain. Improper selection procedures can easily lead to brain drain. Therefore, selecting good people will not only promote the realization of corporate goals, but also greatly reduce human resource costs.

2. Educate people carefully.

The development and management of human resources is a series of activities taken by an organization to improve the knowledge, skills and attitudes necessary for employees to perform a specific job or task, or to develop their ability to solve problems.

Due to the rapid development of our country's economy and the acceleration of changes in modern society,

Everyone is faced with updating and adjusting the knowledge and skills required to complete their work to adapt to market competition. Therefore, it is very necessary to strengthen the training and training of employees, improve the political quality of employees, and enhance the technical level, knowledge level and adaptability of employees.

1. Strengthen the construction of corporate culture, adhere to people-oriented, and create a harmonious enterprise. Cultivate employees' awareness of the overall situation and collectivism, and create a good atmosphere in which everyone abides by laws and regulations, acts in accordance with the rules, does what is ordered, and prohibits what is prohibited.

2. Analyze the current status of employee capabilities. Employee training must be targeted, and the current ability status of personnel must be effectively analyzed, and classified training must be conducted according to different employee groups. In other words, it must measure whether there are differences in employee abilities or work performance. Enterprises can understand the difference between the current level of the organization's employees and the company's goals from indicators such as ability tests and work attitude surveys. Arrange training content and methods according to differences.

3. Training content and methods. (1) The training content is specialized. Different positions require different knowledge and skills, so companies should develop training content based on their own needs and focus on specialization. Don't be greedy and hope that all talents are generalists and all-rounders. In fact, companies do not need many generalists. Top-notch professionals can create huge effective value in their positions. (2) Diversified training methods. There are many ways to train corporate employees, and you can make appropriate choices based on the actual situation. Different methods should be chosen according to different people and different situations. There is no universal model. Therefore, enterprises should focus on

independent training based on their own actual conditions. This will not only help achieve specific training goals, but also help find gaps and even shortcomings in the process and adjust training plans in a timely manner.

4. Evaluation of training effects. Training effectiveness evaluation plays a vital role in the entire training, which is essentially the process of processing and applying relevant training information. By establishing an effectiveness evaluation, check and evaluate whether the training has achieved the expected goals and whether the training plan is effective, etc.

The evaluation results will then be fed back to the relevant departments as the basis for the next training plan and training needs.

3. Reasonable employment.

Taking the talents of employees is an important part of human resources management, which works through the employment mechanism. The core of the employment mechanism is to use the most suitable people to do the most suitable things according to their aptitude. In addition, the potential human resources formed through human resource development methods such as learning, training, and experience accumulation can only be transformed into actual human resources through the employment mechanism to serve the production and operation of the enterprise. Otherwise, this kind of situation will occur. Waste of potential resources. Therefore, enterprises should use talents in an eclectic way, not seek perfection and blame, but use their strengths, not just qualifications and diplomas, to establish a scientific selection and employment mechanism, and create a relaxed and fair environment for all kinds of talents to stand out. At the same time, only through a scientific employment mechanism can we achieve the optimal allocation of capabilities and positions and maximize input and output efficiency.

1. Set up posts according to the situation and "match people with posts." People with strong abilities, high education, and good personal qualities are not necessarily suitable for all positions. If you put him in a position that is not suitable for him, it will be a waste of resources. Just imagine, in an environment or organization with outdated concepts and generally low-quality employees, what will happen if you hire a talent with advanced concepts and excellent abilities? Therefore, in the process of selecting and recruiting talents, in addition to paying attention to the quality of individual talents, we should also carefully analyze the structural characteristics of the positions that talents are intended to occupy and the team, such as the academic qualifications, gender, age, and concepts of team members. wait. Emphasizing the compatibility and matching of talents with their proposed positions should reduce the unnecessary "sense of loneliness" caused by hiring talents who "stand out from the crowd". Otherwise, it will affect the effective use of talents' abilities and even force the loss of talents, resulting in a waste of human resources and Costs rise.

2. Work goals should be challenging. It is necessary to make the work requirements and goals as clear, reasonable and challenging as possible, so as to truly stimulate the employees' inner work enthusiasm. If the work goals and requirements are too low, it will be easy for employees to complete them, which will cause employees to be slack and unwilling to make progress over time; if the work goals and requirements are too high, employees will not be able to complete them through their own efforts, which will make employees lose confidence and give up their efforts; it is necessary to set up employee Goals that can be accomplished "jumping" will not only enable corporate goals to be achieved, but also continuously improve employee capabilities.

3. Positions should be dynamically adjusted. The coordination between employees and work should be continuously adjusted so that employees with improved abilities can engage in higher-level work with more responsibilities and maintain a dynamic balance between employees and work. Different positions in an enterprise require different knowledge and skills. Different levels of the same position also require different requirements. The knowledge and skills mastered by each employee are also constantly developing and changing. Therefore, enterprises should hierarchize and refine positions and work into a single one. The hierarchical system is a multi-level system, so that as employees develop their own abilities, their corresponding positions and salaries will be continuously improved and changed, so as to mobilize employees' enthusiasm and continuously tap their potential.

4. Strengthen assessment and evaluation.

Through a reasonable and fair assessment system, the ultimate goal of "making the best use of people's talents and making the best use of materials" can be achieved. Before the assessment, the assessment standards should be quantified and made public. Only when everyone

understands the goals and requirements can they strive to achieve them. Link the assessment results with salary, benefits, promotion, and elimination system to make the company's overall quality continue to spiral upward.

4. Retain people in various aspects.

How to use talents, give full play to their talents, and retain them to serve the company for a long time and create benefits is the key to human resources management. Why can’t high salaries retain talent? Because people need more than just high salaries. As a manager, you must truly understand the hearts of talents. The key to retaining talent is to pay attention. Retention

Failing to keep people is a hidden loss of talent. Business leaders should create enough communication opportunities, fully understand employees through speech and trivial life and work interactions, motivate based on personal needs, and use corresponding attentive techniques and high salaries to retain talents.

1. Retain people with salary and benefits. As an incentive measure, it undoubtedly fundamentally affects employee behavior. Therefore, salary and benefits are still one of the main means of retaining talents at this stage. How to effectively combine the outputs and behaviors required by the company's strategy and culture with the salary system is a problem that salary design needs to solve. There are many types of compensation systems, and different types are suitable for different companies. Enterprises should determine corresponding compensation systems based on their own circumstances. Combine various remunerations based on your actual situation and formulate a remuneration system suitable for your company. Salaries and benefits include labor remuneration, social security, further study, labor protection, year-end bonuses, culture and entertainment, etc. To retain talents, the selection and application of incentive methods is also extremely important. Different incentive methods should be selected for different people. Enterprises should reform the distribution incentive mechanism, implement diversified distribution, and establish a talent incentive mechanism with first-class talents, first-class performance, first-class compensation, so that the value of talents can be fully reflected.

2. Corporate culture retains people. The core of corporate culture is the company's values, which are an important symbol of the company's comprehensive quality. A scientific value concept will surely play a role in uniting people, inspiring people, and motivating employees to work hard, which will provide inexhaustible resources for the development of corporate human resources. Motivation. Therefore, when building corporate culture, cultivating and promoting corporate spirit and values, we should pay attention to its scientific connotation, pay attention to the charisma and cohesion of culture, build a personality culture, reflect human value and human dignity, and create a strong sense of continuous improvement. Atmosphere encourages employees to continuously learn, tap into their potential, and strive for self-transcendence, so that corporate culture construction and human resource development complement each other, are organically integrated, and harmoniously unified.

3. Emotions. Retain people. Emotional investment has a subtle effect of gratitude. Therefore, companies must be caring and sincere towards talents, and help them create a positive, united and harmonious interpersonal atmosphere and work, production and living environment, so that everyone can work happily. Excellent talents are attached to each other, enhancing the company's cohesion and attraction. 4. Retaining people for career. Human resource management is ultimately a people-oriented management, so it is necessary to consider whether the employees' own development is related to the development of the enterprise. Being able to synchronize, employing people is also training people. We should try our best to allow the company's talents to develop themselves while continuously serving the company. Only by organically combining the goals of the company with the careers of employees can human management truly take effect. Therefore, whether the work is challenging and interesting, and whether the company has a big stage for them to perform are the keys to retaining talents. , a career that is conducive to competitiveness; and provides employees with a career platform that is challenging, competitive, and conducive to their own development and improvement, so that employees' abilities can be continuously improved. Pay attention to employees' career development plans, guide employees' career design, and Work together with employees to promote the realization of their career plans.

5. Leaders retain people. "Employees choose to join the company, and most of them leave because of the leader." Therefore, leaders pay attention to their subordinates. Attitudes, opinions, evaluations, and the leader's personality, credibility, and credibility are the keys to employees' choice of whether to stay. When it comes to retaining people, leaders bear a particularly important and irreplaceable responsibility. The "retention project" is the key to the implementation. A real "top leader project". Therefore, leading cadres, especially top leaders, must firmly establish the correct concept of retaining talents. (1) A strong love for talents must be truly valued from the depth of their souls and close to them emotionally.

Talents. Liu Bei visited the thatched cottage three times, and Xiao He chased Han Xin under the moon. These are immortal examples of love for talents in history. Leaders with a strong sense of professionalism and responsibility will definitely have full love and sincere love for talents. Emotionally, always think about the talents' concerns, be anxious about the talents' difficulties, and help the talents' needs. (2) A generous capacity to accommodate talents. We must be good at tolerating, absorbing, and gathering talents of all kinds, and select and employ talents with a broad vision and broad mind. Nowadays, some leading cadres consider too much personal gain and loss when selecting and employing people. They are worried that the growth of talents will affect their position. They are unwilling to use or even exclude those who are stronger than themselves, but like to use those who listen to them and are less capable than themselves. Yes, have a good relationship with yourself. Career must be the top priority when selecting, employing and retaining people. (3) Superb talent use skills.

Talents are not all-rounders. Talents only have certain knowledge or skills in a certain field. Therefore, it is impossible to blame talents for their perfection, because their shortcomings cover up their shortcomings and their shortcomings are neglected. In order to truly possess and retain talents, we must view talents in an eclectic and dialectical manner, adhere to the compatibility of personnel, tolerate people's shortcomings, and promote people's strengths. (4) Correct employment orientation. Whether an enterprise or a department is attractive and cohesive to talents mainly depends on how well the existing talents are used. If the talents around you are not well utilized and retained, then talents from outside will not come. Ignoring the existing talents and talking too much about cultivating and attracting talents is to seek the distant future at the expense of the near. Some companies and departments spend a lot of money to introduce talents, but most of them are supporting roles and dare not put them in important positions. It is a waste to keep talents and not use them, it is also a waste. Enterprise leaders must dare to break rules and regulations, adopt various methods to promptly discover, retain and boldly use talents, give full play to their intelligence and talents, and form a situation where hundreds of companies compete, talents emerge in large numbers, and each shows his/her ability.

Human resource management is both a science and an art. How to organically combine selecting, educating, employing, and retaining people so that the development and management of human resources can play a real role in the sustainable and healthy development of the enterprise. More importantly, We need to find lessons learned in practice. Management is a means used to solve problems. To solve the gap between goals and reality, we must have rational understanding and judgment, as well as feasible methods and steps. The human resources development and management of an enterprise is a systematic project, which is not just a matter of the human resources department. All departments and links complement each other. Only by striving to create a good environment for "selecting people", "educating people", "employing people" and "retaining people", establishing a fair and reasonable incentive and restraint mechanism, fully mobilizing and developing people's potential, and making talents truly become the direction of the enterprise Only the core competitiveness of the future can ultimately achieve the rapid, healthy and sustainable development of an enterprise.