Human Resource Planning Has a Key Part to PlayWord文档下载推荐.docx
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Enterprisehumanresourceshavebecomethekeyresourcestowinthecompetitiveadvantageandplayanimportantroleinthedevelopmentofenterprises.Intheenterprisemanagement,itisveryimportanttoenhancethelevelofhumanresourcesandchangethehumanresourcesmanagementfrompotentialproductioncapacitytointernaldrivingforce.Agoodenterprise,onlybyadjustingthequantityofhumanresourcesproperly,allocatinghumanresourcesreasonably,carryingouteducationandtrainingintimeandeffectively,andeffectivelycooperatingwithpersonnelincentivepolicies,canagoodenterprisegreatlyimprovetheproductionefficiencyofenterpriseproducers,createmorewealthandcreategreatervaluefortheenterprise,andmaketheenterprisealwaysinthedominantpositionofcruelmarketcompetition.Humanresourceisthemostdynamicforceinthedevelopmentofenterprises.Itisaspecialfactorofproductivity.Itcanbringgreatbenefitstoenterprises,especiallyintheeconomicsocietyandthedevelopmentofmodernenterprises.Therefore,attachingimportancetohumanresourcemanagementcanmakegooduseofgoodpeopleanddogooddeeds,whichcanmaximizetheinterestsofenterprisesinacertainrange.Therefore,itisnecessaryforustostudytheproblemsofhumanresourcemanagementinenterprisesandputforwardcorrespondingimprovementmeasures.Afterinvestigationandanalysis,theproblemsofhumanresourcemanagementinmodernenterprisegroupsaremainlyreflectedinthefollowingaspectsPutforwardcorrespondingmeasurestoimprovetheproblems.
2.Problemsofhumanresourcemanagementinmodernenterprises
2.1Professionalqualityofenterprisepersonnel
Atpresent,smallandmediumenterprisesgenerallyexisttheproblemsofhumanresourcesmanagement,suchas:
theoverallprofessionalqualityisnothigh,personnelstructureisnotreasonable,high-qualityhumanresourceslossseriousadversesituation(Dimitrios,&
Kanellopoulos.,2012).Highqualitymanagersareoftenfamiliarwithcapitaloperationandunderstandinternationalrules,buttheseseniorfinancialhumanresourcesareinshortsupply;
inaddition,professionalandtechnicalhumanresourcesarealsointhesamecondition;
thereisashortageofexport-orientedhumanresourceswhoaregoodatmasteringthemarketandunderstandinginternationalpractices,whichmakesenterprisesunabletoadapttotherapiddevelopmentofmoderneconomy.
Traditionalenterprisesshouldchangetheconceptofstaffrecruitment.Theemploymentoftalentsdoesnotnecessarilyhavetobelinkedwithacademicqualifications.Higheducationdoesnotmeanhighability.Intherecruitmentprocess,therecruitershouldnotblindlypursuethehigheducationbackgroundoftheapplicantandtendtovaluethesuperficialphenomenon,butalsoinvestigatethecomprehensivequalityandabilityoftheemployees,especiallytheabilityrequiredbythepositiontobeappliedfor,soastoavoidpayingattentiontotheeducationbackgroundandneglectingtheability.
Theimportanceofimprovingtherecruitmentprocessismentionedabove.Therecruitmentsystemofmanyenterprisesisfoundoutinthespecificpractice,withcertaindefects.Accordingtothesedefects,enterprisescaninviteprofessionalhumanresourcemanagementconsultantstodesignreasonablerecruitmentandtrainingprocessofhumanresourcemanagementforenterprises,andfurtherrefinetheresponsibilitiesofhumanresourcemanagementdepartment,soastomakehumanresourcemanagementmoreperfect.
2.2Problemsofcultivationsystem
Intermsofhumancapitalinvestment,thereisinsufficientfinancialsupportandlackofstandardizedtrainingsystem.Intheprocessoftraininghumanresources,thelimitationoffundsandthelackofsystemcaneasilyleadtotheproblemsofunplannedtrainingandlowefficiencyofcapitalinvestment,whichwillgreatlydampentheenthusiasmoftrainers(Markaki,E.N.etal,2012).Therefore,theestablishmentofastandardizedandsoundtrainingsystemplaysanimportantroleinimprovingtheprofessionalqualityofemployees.Itisnecessarytostrengthentheenterprise'
sinternalpersonneltraining.
2.3Lackofeffectiveincentivemechanism
Thereisaseriouslackofeffectiveincentivemechanisminsomemodernenterprises.Thestate-ownedenterpriseshavefailedtoestablishascientificsalarysystem.Inaddition,theassessmentmechanismisnotperfect,andthereisalackofscientificevaluationmeans.Therefore,itcannotbeusedtoanalyzethedifferentneedsofemployeesaccordingtoscientifictheory.Differentincentivemeasuresforemployeeswithdifferentneedsareimpossibletoimplement.Iftheincentivepoliciescannotmeettheindividualneeds,itwillleadtothelossofpersonnel.Therefore,theestablishmentofaneffectiveincentivemechanismrequiresustoestablishastandardizedandscientificsalarysystem,assessmentmechanismandincentivemeasuresaccordingtotherelevanttheoriesofhumanresourcemanagementandsomeadvancedexperience,accordingtothedifferentneedsofdifferentpersonnel,soastogivefullplaytoindividualinitiativeandcreativity(Zaderei,A.,2020).Asuccessfulenterprise,itscorporateculturespiritshouldalsobeperfect,withthecorporateculturetoincreasetheenterpriseappealandcohesion,improvethestaff'
ssenseofidentityandbelongingtotheenterprise,sothatthepersonalinterestsandenterprisebenefitsarecloselycombined,canplayajointforce,breakoutmoreenergy.
2.4Humanresourceplanning
Mostofthesmallandmediumenterpriseslackofreasonablehumanresourceplanning.Inmodernstate-ownedenterprises,humanresourcesareallocatedbythestate.Thepersonnelmanagementofenterprisesistoosimple,andenterprisesdonotneedtomakehumanresourcesplanning.Underthecurrentmarketeconomysystem,althoughenterpriseshavetheautonomyofemployment,theyarenotawareoftheimportanceofenterprisehumanresourcemanagementplanning,andhavenolong-termvisionforthefuturehumanresourcedemandoftheenterprise(Mozolev,O.etal,2019).Duetotheshort-termeconomicbenefits,theyneglectthedesignofthegroup'
slong-termdevelopmentstrategy.Thereisnoreserveofhumanresources,letalonehumanresourcesThedevelopment,managementandutilizationofresourcesareplannedfromthestrategiclevel,whichisoftencalledforandusednow,whichisextremelyunfavorabletothedevelopmentofenterprisesinthelongrun.
3.Improvementmeasuresofhumanresourceplanningproblemsinmodernenterprises
3.1Buildingateamwithmultiplespeciality
Enterprisesactivelyintroduceexcellenthumanresourcesfromoutsidetoenrichthegrowthofemployees.Accordingtothecompany'
sdevelopmentneeds,therecruitmentplanshouldbeformulated,rapidpreparationandunifiedorganizationshouldbecarriedout.Throughthenetwork,newsmediaandotherchannels,thehumanresourcemarketshouldbeopentorecruithigh-levelcompoundhumanresourcesathomeandabroad.Itshouldbeinnovative,efficient,andelitehumanresourcesfocusingonmanyaspects.Accordingtotheneedsofdifferentpositions,differentmethods,recruitmentandselectionproceduresareadopted.Writtenexamination,interview,interview,telephonecommunication,differentcombinationmethodsmaketheprocessstandardized,specializedandprofitmaximized.Combinedwiththepostneedsandtheactualsituationofthegroupcompany,arecruitmentdatabasehasbeenformed,andtherecruitmentcommitteehasbeenestablishedtoimprovetheprofessionalismandeffectivenessofrecruitmentwork(Horvathova,P.,2009).
3.2Recruitprofessionalandhigh-qualityteammembers
Themostimportantpartofaprofessionalandefficientteamiseverymemberoftheteam.Thesuccessoftheteamneedsallkindsofhumanresources.Professionalhumanresourcesshouldhavekeenobservationabilityandforesightabilityandcapableoffindingthedevelopmentmethods.First,theyshouldworkaccordingtotheeconomicconditions,ratherthanrelyingontheso-calledprofessionaltheoryworkofbooks;
gooddesignability,abletospliceallthecollectedinformationfragmentsintoacompletethinkingmap,andrearrangenewinformationandneeds;
haveself-controlability,asetofEffectiveworkingmethods.Therecruitment,management,traininganddevelopmentofteammembersofallteammanagersputforwardhigherrequirements,althoughwecaneditthejobdescription,maketheowner'
sobligationsandresponsibilities,findthehardwareconditionssuitablefortheposition,andinitiallyselecttheidealteammembersaccordingtotherecoveryoftheirpersonalinformation.Butthesearethelowestlevelsofdemand.Foranenterprise,humanresourceisanindividualthatisreallybeneficialtopersonalgoals,corporatecultureandmanagementrequirements.
3.3Managingandtrainingtheteam
Themembersoftheteamcomefromdifferentgroups,theirprofessionalcategories,livinghabits,workingmethodsandcommunicationhabitsarenotthesame.Inordertomaketheirbehaviorandconsciousnessconformtotheevaluationstandardandcodeofconductoftheteam,itisnecessarytostrengthenthetrainingofteammembersonaregularorirregularbasis;
tocontinuouslyincreasethetrainingofimportantemployees,hireprofessionaltrainingcompaniestocarryoutbusinesstrainingforthestaffofthewholecompany,sothatenterpriseemployeescanbefamiliarwithandmasterthecurrentbusinesscontenttosupportthedevelopmentofenterprises.
Theoperatorsofstart-upenterprisesshouldestablishspecialtr
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