A recent news has frightened many HRs. BizReach, a high-end talent recruitment website in Japan, has partnered with Yahoo and the US customer management platform, salesforce.com, to announce the development of an artificial intelligence that collects employee work data and completes tasks such as recruiting, employee evaluation, and assignment of jobs. In the near future, robots with artificial intelligence are likely to steal HR's rice bowl.
The latest research results of "World Managers" show that most Chinese manufacturing companies are still in the human resources management stage with the core of basic affairs work. Basic transactional HR work is most easily replaced by artificial intelligence. Whether for the development of the enterprise or for the career development of HR, it is necessary to upgrade to a higher human resources management stage. At this stage, HR is required to play a more important role in supporting the strategic development of the enterprise.
The “China Manufacturing Human Resource Management Status Survey†was completed between November and December 2016. The survey was attended by the chairman, general manager, and deputy general manager of more than 230 manufacturing companies, as well as the directors, managers, and commissioners of the human resources department. In the industry distribution, electronics manufacturing and machinery manufacturing each accounted for 14%, the highest proportion.
Artificial intelligence threats HR
In this survey, more than 90% of the respondents agreed that artificial intelligence will replace some of HR's work, and 48% of the respondents believe that a small part of HR basic and transactional work will be replaced by artificial intelligence in the next decade. 46% believe that most of the basic and transactional work of HR will be replaced (see Figure 1).
With the development of human resources management functions and the advancement of mobile Internet technology, most of the basic and transactional work will be replaced by machines or artificial intelligence, and human resource managers will be freed from transactional work, which will release Positive meaning. Wu Yuguang, strategic consulting expert and executive director of Zhonghe Zhengdao Management Consulting Co., Ltd. pointed out that the core competitiveness of human resource management is not basic and transactional work, but the use, management, control and monitoring of human resources under the overall strategic framework of the enterprise. , maintenance and development, by means of creating synergistic value, to achieve the strategic goals of the enterprise, and this is also irreplaceable by any machine and artificial intelligence.
Although with the implementation of the 2025 China Manufacturing Plan, China's manufacturing industry will gradually realize the direct substitution of machines for manual manufacturing and production. Even if this day comes, “people†is still the main body and fundamental of the company, how to manage “peopleâ€. It is the key to the progress and development of the company. How to focus on the core business of human resources and increase the value of their own capabilities and competitiveness as soon as possible has become an urgent task for most HR workers in the manufacturing industry.
The status quo of performance management is not satisfactory
As can be seen from the survey data, most manufacturing companies have used performance management to improve the performance of individuals, departments and organizations. Fortunately, many employees in the company can get effective support and guidance from their superiors at work, and the rewards and punishments and performance are closely combined and strong. But overall, several scores on performance management issues are concentrated on 2 points and 3 points, and there is still much room for improvement in performance management (see Figure 2).
Wu Yuguang pointed out that the survey data and the management consulting practice feel very consistent. In the field of human resources management, the most basic and core performance management, the effect of manufacturing enterprises is not satisfactory. This means that most Chinese companies still need to work harder on the basic skills of human resource management, and they cannot be confused by dazzling concepts or nouns. Management itself has its own rules and rules, and management innovation is worthwhile around the basic management elements.
Strategy-based performance management is a complex and meticulous work, which is not only related to the formulation of corporate strategy, but also relates to the specific work of each employee of the enterprise, and has a close relationship with the culture and personnel quality of the enterprise. Wu Yuguang reminded that when manufacturing enterprises do strategic performance management, they should combine positive and negative incentives, from the formulation of goals, the evaluation and stimulation of processes, and positively guide people's behaviors, so that performance management forms a closed loop. .
At Huawei, the development of employees is closely related to their personal performance. Only employees with excellent performance have the opportunity to further develop, and employees with poor performance are eliminated. The performance appraisal results have almost become the only basis for employees to establish and develop in Huawei. It is also this culture that encourages employees to constantly seek improvement in their work, and strive to improve their work efficiency and work quality, thereby improving their performance and ultimately achieving rapid development. .
In the six dimensions of performance appraisal management, the data of “providing detailed guidance for employees' ability improvement†is significantly lower than other items, indicating that managers at all levels of manufacturing enterprises have not placed their employees' growth in important work content. . Employees can only create value for their business by continuously improving their ability to achieve better performance and excellence. . In the era of knowledge economy, this is particularly important, because employees know that if the ability is not improved in the enterprise, even if they get more in other aspects, there is no guarantee that there will be long-term development opportunities in the future.
In response to these shortcomings, the HR department of the company should conduct effective coaching leadership training for middle and senior managers, improve their performance communication skills and cultivate awareness, and truly play the role and value of performance management.
Human resources participate in strategic decision
Today, when manufacturing companies face the challenges of global competition and corporate strategy adjustment, the company's talent structure, compensation system, recruitment methods, and training needs change accordingly to support the smooth implementation of strategic adjustment. In this era of increasing employee self-awareness, how should the HR department of manufacturing companies respond to these challenges?
It can be seen from the survey data that only 20% of enterprises have entered the stage of strategic human resource management. This shows that most Chinese companies still need to continue to practice basic management. In the choice of “people, products, marketsâ€, the majority of manufacturing owners put products or markets first, and do not pay attention to the management of “peopleâ€, which is also the low ability of manufacturing enterprises to manage human resources. one of the reasons. Talent is the core competitiveness of an enterprise. If a company's human resources management is in this state for a long time, it is necessary to be ruthlessly eliminated in the brutal market competition (see Figure 3).
More than 70% of the heads of human resources in manufacturing companies are rarely involved in the development of corporate strategies (see Figure 4). Wu Yuguang pointed out that there are many reasons for this situation. On the one hand, high-level decision-makers in corporate strategy formulation do not have such awareness, and they lack the necessary awareness of the importance of human resources work. On the other hand, because most HR leaders are responsible for The company has insufficient business understanding and lacks the necessary ability to participate in strategic decision making.
The key to solving this problem is not only relying on the strategic decision-making transformation of the top decision-makers and the improvement of strategic management capabilities. More importantly, HR leaders should take the initiative to understand the development process of each business, understand their needs, and face the business. The challenges continue to translate into their need for HR, and then find ways to solve the problem. Only by fully understanding the company's strategic goals and needs, and participating as early as possible, HR can reflect its value and ability.
In the interview, Gong Ruiping, global HR director of the Oil and Lubrication Technology Department of British Petroleum (BriTIsh Petroleum), told reporters that when she listened to the business objectives of the business department heads at the strategic meeting, she would continue to think about the new business will need to have What are the talents of professional skills, the gaps in the existing internal talent structure, and how to acquire such talents. After the discussion of the strategy meeting, half of the HR solutions have been completed. After that, she will consider how the new program can be realized at the lowest cost. What impacts may be on existing talents? At present, it is necessary to spend high prices to introduce special talents in the market. But in the long run, how can such special talents be deployed and cultivated from within? . Only in this way can the HR department become a partner in the business strategy formulation and strategy implementation.
Strategic adjustment poses a challenge to HR
The strategic adjustment of a company generally refers to changes in strategic direction or strategic priorities and strategic objectives. This change will lead to the adjustment of organizational structure, performance management indicators, incentives and leading figures. These adjustments are precisely the key to the implementation of strategic transformation. If the successful adjustment is in place, the implementation of the strategy will be more logical, and the resistance to change and transformation will be greatly reduced. From the survey data, the redesign of the incentive mechanism is the biggest challenge brought by the strategic adjustment to HR, followed by the design of the compensation plan to adapt to the new strategy, recruiting high-end talents that meet the strategic needs, and 40% of the survey participants believe that the strategic adjustment After that, the human resource management and development system of the enterprise does not adapt to the changes in talent demand and should be upgraded (see Figure 5).
Wu Yuguang believes that the adjustment of organizational structure mainly involves strategic orientation, business attributes, management culture, leadership style and other factors. It is one of the key issues of the board of directors, but it is often ignored by the board of directors. The other aspects of work, including incentives and performance management, as well as the selection of key talents, need to be treated with care and rational layout, in order to effectively help each department to transform the strategic transformation road map into consistent actions of personnel in various departments.
The key factor for Huawei's success is to strictly follow the strategic planning goals of the enterprise, formulate strategic human resource planning, and conduct relevant talent pools on a large scale. In the face of the increasingly fierce competition for talents, each company has its own different strategic goals and needs a strategic human resource plan that is entirely its own.
When asked, “What are the responsibilities of the HR department in the ideal?â€, the establishment of an efficient talent selection system, support for the realization of corporate strategic goals, and support for the formation of a strong corporate culture are at the forefront. It can be seen from the above that the personnel involved in the questionnaire survey is quite clear about the mission and positioning of human resource management, that is, HR is expected to play an increasingly important role in the development of the enterprise and assume greater responsibility (see Figure 6). .
Judging from the overall survey results, the current status of human resource management in most manufacturing companies is not optimistic, and there is still a big gap between the “strategic partners†of the business units. Wu Yuguang believes that HR leaders should take the initiative to enhance their influence in the company's decision-making process, gain the trust of the company's decision-making level through the improvement of their professional ability, change the cognition of decision-making level, and realize the human resources management at the top of the company. An important mission in design.
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