Some netizens asked Liu if he was:
In the 90s of the last century, the value of human resource management was repeatedly questioned. Fortune columnist Stewart wrote an article advocating "blowing up the human resources department" and outsourcing the tedious transactional work, which drew a chorus from business owners, executives and business departments.
Later, in the Harvard Business Review, Eurrich responded to the idea of "abolishing the Human Resources Department". He believes that the human resource management function is inseparable from building excellent organizational capabilities, and instead of discussing "whether the human resources department should be abolished", it is better to discuss "how to play the role of the human resources department", and the prototype of the three pillars of human resources has been born.
To this day, the doubts and debates continue. Maybe even some HR themselves are doubting the necessity of the existence of the human resources department.
In this regard, what does the teacher think, is it enough for the human resources department to retain the most basic transactional functions, and can the enterprise still survive without the human resources department?
Focus on managing content, not form
The perspective and positioning of the human resource management department have been evolving, from the initial personnel management, to human resource management, to the three-pillar construction, every change is an iteration and evolution on the basis of the past.
Today, even many units have changed the name of the human resources department, or called the organization development department, human resources department, talent development department, personnel administration department, salary and welfare department, etc., and even some units have split the various management modules or functions of human resources.
Today, in many private enterprises in Jiangsu, Zhejiang and Shanghai, many of the functions of salary calculation and distribution have been incorporated into the financial department, the human resources department only needs to provide attendance, and even the performance appraisal of some enterprises is handed over to the financial department for management, relying on ERP or MES system, and the performance appraisal of personnel at all levels is carried out against big data.
As for organizational performance and cadre management, many private enterprises have put this function into the general manager's office or operation department, after all, these departments are either directly linked to the company's executives, or directly managed by the boss, or are involved in the company's business lifeline, the existing human resources department is difficult to carry out professional management, in order to adapt to the business development of the enterprise, have to split business functions. We have even seen enterprises that directly set up organizational development departments and were directly swept away by organizational performance management and personnel assessment in key positions.
As for the human resources department, in most cases, it has become a recruitment department or an employee relations management department, which is responsible for employee recruitment, interview arrangement, labor relations and file management.
Before the new millennium, the gap between us and foreign human resource management theories was 20 years, and in the first 10 years of this century, the gap between us and the advanced human resources theories in Europe and the United States was 5-10 years, and after entering 2023, we basically have Western human resource management theories that can be synchronized or even surpassed.
Taking Ulrich's three-pillar model as an example, I am afraid that the founders of this theory did not think that this theory would develop and grow in China, Ulrich advocated the HR department to be split into three modules: COE (expert center), HRBP (human resources business partner) and SSC (shared service center), which correspond to business strategy formulation, business docking optimization and basic transaction processing, so that different HR departments can not only meet the daily operation of the enterprise, but also deeply participate in the enterprise strategy from the perspective of professional division of labor.
The three-pillar model of Ulrich has greatly stimulated the potential of the organization, further liberated and developed productivity, and the human resources department has been transformed from a back-office department inclined to logistics, to a strategic operation department closely connected with the business and strategy of the enterprise, and has turned human resources into a strategic partner of the enterprise by stimulating the fundamental role of human resources.
As a pioneer of human resource management theory, the big political commissar system originated from the practice of Alibaba, no matter what the reputation of the enterprise is, but this theory is indeed all the rage, imitated and innovated by many private enterprises, the big political commissar system emphasizes organizational model innovation, strategic level participation, talent development and incentive mechanism innovation and comprehensive empowerment and service.
10 years ago, the scenery of this theory was once unique, the big political commissar system is the perfect combination of the three pillars and the traditional management experience of private enterprises, the big political commissar not only assumed part of the role of HRBP, but also went deep into the business team, responsible for the spread of values, team atmosphere building, employee motivation and development and other diversified management tasks; At the strategic level, the focus is on participation, and the political commissar usually has a high strategic position and is directly involved in the company's strategic decision-making and implementation process.
The political commissar system pays more attention to talent development and incentive mechanism innovation, the political commissar not only pays attention to the work performance of employees, but also devotes itself to cultivating the growth of employees, implements full-channel management of employees' careers, builds effective communication bridges, solves internal contradictions, improves employee satisfaction and loyalty, and builds a talent management and incentive mechanism that is more in line with the needs of modern enterprise management.
No matter how the times change, as long as human beings exist, human resource management is destined not to disappear, it is nothing more than a change of horse clip, the name and form have changed, human resources not only have strategic consistency, but also extremely adaptable and flexible.
No matter how the organizational form changes, the people-oriented management model and core functions will never change, even if the use of AI artificial intelligence is just one more tool for human beings, and the core content of talent selection and retention will remain unchanged.