Specific measures for enterprise human resource innovation

Traditional human resource management is also facing the fate of failing to keep up with the pace of the times and its role and importance are weakening day by day. At this time, the concept of human resource management innovation came into being. What aspects can enterprise human resources innovation start from? Let's take a look together!

(1) Changing ideas

In order to improve employees' awareness of modern human resource allocation and change the traditional concept of "I am an enterprise person" formed over the years, enterprises must carry out the publicity of modern human resource management concepts in a planned and focused manner in recent years, and train employees and relevant leaders in modern laws, regulations and policies, so as to make them the backbone of publicity and promote the change of overall employees' ideological concepts. We should increase our understanding of the nature of our own labor force under the condition of market economy, fully understand the social security policy, provide preconditions for labor mobility, weaken the dependence of employees on enterprises, promote the rational flow of human resources in enterprises, enable those who need to flow in to flow out, activate human resources as a production factor, and adapt to the operation of enterprises under the condition of market economy. This is even more important after restructuring enterprises into independent legal persons.

(2) Establish the concept of lifelong learning

The 17th National Congress of the Communist Party of China even regards "forming a learning society with lifelong learning for all and promoting people's all-round development" as an important goal of building a well-off society in an all-round way. There is an upsurge of establishing learning organizations all over the country. Enterprises should conform to the trend of the times, and carry out the activities of "striving for learning enterprises and striving for knowledge workers" through trade unions, * * * Youth League and other group organizations, creating an atmosphere and playing a positive role in improving the quality of human resources in enterprises. In the future, we should continue to play the propaganda role of ideological and political work between the Party and the masses, vigorously advocate the concept of lifelong learning and all-round learning in the overall scope, guide workers to fully understand the internal relationship between learning and improving workers' skills and their own quality, and establish the idea of "seeking status by contribution, seeking development by quality, seeking survival by ability and seeking posts by competition" to fully mobilize the enthusiasm of workers for work and learning. All units should also strengthen the construction of workers' cultural positions, build workers' reading rooms, purchase a certain number of popular science books, and wholeheartedly provide services for workers to learn culture and technology. By carrying out the activity of "striving for a learning enterprise and striving to be a knowledge worker", three changes in workers' learning are realized, that is, from a single skill training to further updating concepts, upgrading learning skills and the input of new knowledge and technology. In the way of learning, it is necessary to change from the passive learning mode of "what is lacking to what is lacking" to the advanced cross-post learning knowledge and skills of "one expert with many abilities and one post with many certificates". In the concept of learning, we should change the old concept of lifelong learning from one paper to a new concept of advocating lifelong learning.

(3) Improve the training mechanism

Training is the most powerful form of talent development and training. Talent training should be one of the most important tasks of the company and one of the most important responsibilities of the company's top leaders. From the actual situation of some enterprises, the leaders in charge of training are all deputy or idle personnel of each unit, influenced by personal responsibilities, authority, ideology and motivation. Leaders in charge of training generally regard training as an "additional item" of their own work, and rarely regard training as an important agenda in their own work. Various factors such as unclear thinking, unclear objectives, vague responsibilities, insufficient attention and insufficient investment have restricted the long-term development of training, thus weakening the enthusiasm of training. Therefore, the "top leader" is directly responsible for the best training. The personnel and labor department and the personnel development and implementation department are affiliated, while the personnel and labor department controls all aspects of personnel, labor, assessment, use, funds and plan making. The training and implementation department is only responsible for the implementation of specific projects, while the relevant personnel in the personnel and labor department are condescending and restrict the implementation department with "power" as the guarantee. They just look at the problem from a "superficial" perspective, lack investigation and research on specific situations, and have never been to their subordinate units and grassroots units for several years. The training plan and training content can only stagnate in imagination. Therefore, the personnel and labor department is only responsible for the relevant policy formulation and direction guidance, and other functions should be taken care of by the training institutions. Only in this way can training, use and treatment interact, and the training work be full of vitality, so that the energy of training managers can be wasted too little on coordinating relations and dealing with responsibilities, and the training department and the personnel and labor department can be transformed from subordinate relations to parallel relations.

(4) Improve management institutions

The full development and utilization of human resources and the establishment of management mechanisms are the guarantee.

First, we should optimize the talent structure. Break the restrictions of units and departments, and tilt talents to the grassroots through attachment, exchange, dispatch and distribution. Solve the problem of unreasonable distribution of talents and lack of grassroots talents.

the second is to reform the talent selection mechanism, encourage talents to participate in competition, and generally implement competition for posts, so as to truly achieve openness, equality, competition and merit-based, so that outstanding talents can find jobs that fully display their talents through binary competition.

the third is to establish a scientific benefit distribution mechanism and introduce various forms of internal distribution of value. In the era of knowledge economy, an old adage-"knowledge is wealth" will be fully proved. With the gradual deepening of people's understanding of the specificity of human capital, the traditional distribution theory will be revised, and the distribution system based on "timing and piecework" will lose its leading incentive role in the era of knowledge economy. Enterprises will gradually establish a new distribution mechanism that closely links employees with the development prospects of enterprises, taking risks and enjoying benefits. As an enterprise, it is necessary to constantly improve the existing performance evaluation methods as soon as possible, implement the evaluation tasks to the people, and have constraints, so that everyone and every job can be strictly evaluated on time and in quantity from the grass-roots team to the offices of the bureau. This is the task of all management, not a single department or personnel can solve it independently. After the assessment standard is determined, the implementation of assessment methods, especially the responsibility of appraisers, is the key. Only in this way can the assessment not go through the motions and achieve practical results, and can the core function of human resource management be truly brought into play, so as to achieve first-class talents, first-class performance and first-class remuneration, so as to promote the development of enterprises.

people decide technology, people decide enterprise and people decide development. Whoever has the advantage of talents can occupy the commanding heights of economic development. Human resources have become the strategic resources of enterprises, and talents have increasingly become the most valuable first resource among many resources. Therefore, for enterprises, human resource management plays an important role in the process of enterprise growth and development: its ultimate goal is to create and maintain a sustainable competitive advantage for enterprises, so that enterprises are always in the leading position in the same industry. ;