Misunderstanding and thinking in the process of se

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At present, managers of enterprises and institutions at all levels are beginning to realize the importance of human resource management for the survival and long-term development of organizations. However, the improvement of human resource management level needs not only high-quality managers, but also information tools. Therefore, in the past few years, human resource departments at all levels have started the informatization construction of human resource management, which virtually created a huge market space for the development of human resource management software. However, with the emergence of more and more HR manufacturers, the majority of users have a greater choice. At the same time, users feel more and more like walking on thin ice when purchasing tensile strength testing machines to reach the national standard system selection through QS certification. Some human resources software development projects ended in failure, which dampened people's enthusiasm

some large enterprises with strong economic strength have experienced restructuring and reform, and the importance of human resource management has been raised to an unprecedented level. While frequently hiring consulting companies for management consulting, they also hope to improve management through the introduction of a set of excellent HR software. After visiting foreign countries, the senior management of some enterprises feel the gap with foreign excellent enterprises, Trying to rapidly improve management by introducing the software that these enterprises are applying, but in practice, they have encountered repeated setbacks

1. The management foundation is very different

once a large enterprise went to developed countries for an investigation on various doubts about the informatization construction of human resource management. During the investigation, the other party said that if an enterprise wants to successfully implement EHR, it must have three conditions: smooth network, solid foundation and standardized process. After coming back, the enterprise wakes up and does not have the three conditions. Take the process specification for example. When an enterprise introduces a person, according to the normal process, there should be job vacancies first, then recruitment, and then employment. In fact, few enterprises (especially state-owned enterprises) follow this process, and abnormal recruitment occurs from time to time. If the HR software does not allow such things to happen, users think that the software can not meet their needs. Most of the reasons why many companies' software is often used and discarded are related to this. Western developed countries have had a market economy for hundreds of years, and their management foundation is very perfect. Our country's market economy is only 20 years old, and its management foundation is very weak. It is still in the stage of "focusing on traditional management, gradually standardizing the management process, and gradually integrating with international advanced concepts"

2. Deep cultural differences

the "legal system" in western developed countries is more important than the "rule of man". When a person is determined to be "incompetent" after assessment, he will naturally "leave". Both the boss and employees will think it is a very normal thing, but the situation in China is very different. We often see laid-off workers making trouble in front of some units. In view of this situation, Some units had to slow down the pace of reform. At present, many manufacturers seldom consider the factors of national conditions when designing software. Some performance evaluation software can often support users to use for one year. By the second year, the evaluation system has changed, or the leaders think it is too transparent and does not conform to China's national conditions and are eliminated. It is often the software that has been implemented at a great cost, and finally only the very basic part runs

3. Differences in national conditions

China has a vast territory and a large population. There are great differences between provinces in terms of economy, culture and thinking concepts. The subordinate units of a group are often distributed in different regions where the wealth is uneven. Due to the different environment, the management derived from this has certain local characteristics. A domestic enterprise once hired a person with international business management background as its president, One year later, the president made a reflection: "When I first entered this enterprise, I didn't understand a travel expense management system very much. The unit stipulated that ordinary employees travel by train within 24 hours and by plane more than 24 hours. In foreign countries, the means of travel are all planes, so I felt that the efficiency of this enterprise was very low. But one year later, my understanding has changed. At that time, I ignored a problem, that is, in foreign developed countries Labor costs are more expensive than air tickets, and domestic labor costs are cheaper than air tickets. " It can be seen that only the system established on the basis of national conditions and the integration of foreign advanced management concepts is a management system that can stand the test

self development and commercial software

at present, some large enterprises often organize the development of HR software by themselves. In their view, the cost of self-development software is low. The higher-level units can develop it once, and the grass-roots units can not only use it for many times, but also meet their own personalized needs. But practice has proved that self-developed software is generally difficult to succeed. On the one hand, it is difficult for internal developers to fully understand the key points of users' requirements because of lack of experience and no business foundation; On the other hand, due to the survival problems in the market competition, commercial software often pursues perfection, and project development may be just perfunctory due to the lack of such motivation

at the same time, as China is currently in the transition period from traditional personnel management to human resource management, great changes have taken place in human resource management from thought to action. Every manufacturer testing production materials needs quality testing. Today, the "salary point wage system" may be adopted, and tomorrow, it may be changed to "post to salary" wage; Today, 360 degree assessment is adopted, and tomorrow it may be changed to KPI assessment. The human resource management under exploration may change at any time, which poses a great challenge to the human resource management software. If the software can not adapt to the change, then the software will have no vitality. This is difficult for self-developed software

the pursuit of one step leads to stagnation

some units often have such a situation in the process of informatization of human resource management. According to the management needs, the unit decides to develop a human resource management information system and instructs the relevant departments to do so. The human resources department will think, "if it is difficult for an organization to establish a project, it must apply for more funds. It will be difficult to apply again in the future.". In such a state of mind, they tend to choose a set of large and complete "perfect" software. As a result, no satisfactory software was selected. In fact, the successful informatization process of human resource management should be gradual and orderly. According to our understanding, some units have not yet established the basic database, and are still in the stage of doing things by themselves and unable to share data. On this basis, it is obviously unrealistic to achieve one-step implementation

the correct informatization process of human resource management should be divided into three steps: first, improve the work efficiency of human resources from the aspects of administrative affairs management, organization management and salary and welfare management. The above three parts of work will occupy a lot of managers' time. Manual operation is not only inefficient, but also prone to errors. Therefore, the primary solution of human resource informatization is the problem of work efficiency. Secondly, standardize the business process of human resource management from three aspects: recruitment management, performance management and training management. Only after the relevant work functions of human resource management are fully covered and clearly divided can the specific process be optimized. Finally, it is from the career planning, human resources cost evaluation, human resources strategic decision-making and other aspects to carry out strategic human resources development. If the informatization of enterprise human resources has not yet realized networking, and the basic data is scattered and cannot be shared, it is far from the second step. Recruitment, performance and training under the network environment are all components of process management. Operators are required to be familiar with the application under the network environment, provided that the unit has established a good basic database under the network environment and applied it well

in fact, there is no "perfect solution" that can solve all problems. Enterprises must have a clear understanding of the stage of their own human resource management. The blind pursuit of "perfect solutions" may lead to large-scale reengineering of the existing management model in order to adapt to the advanced management model and business process, resulting in a "management revolution". Nearly 70% of Chinese enterprises have not realized full market-oriented operation, so it is more appropriate to adopt progressive transformation. If you kick away the "stumbling block" by force, you may kick the "stone" and hit yourself in the foot. Therefore, the best solution for an enterprise is the one that suits itself

excessive bidding and project failure

enterprises will encounter a large number of manufacturers participating in the competition when selecting HR software. The average user wants to introduce competition and "spend the least money and do the best". Therefore, bidding has become one of the ways for enterprises to achieve this goal, but there are some problems worth discussing in the bidding process of human resource management information system

1. After several years of development, HR software is still in the early era of "competing for the best". Different manufacturers' products are suitable for different customer groups. Few manufacturers' products can meet all the needs of enterprises of different nature and sizes. For a certain customer, some manufacturers' products are close to each other, while others are far from each other. There are always some weak manufacturers who offer very low prices in order to obtain project opportunities. In most cases, customers will also take advantage of the situation to trigger a price war between manufacturers. The final result is that the "perfect demand" written by the customer based on the advantages and strengths of all software in the market wins the bid at the lowest price, which is the so-called "excessive bidding" phenomenon. In this case, it seems that the customer is the biggest winner. In fact, it has already violated the most basic market law of "high quality and good price". Various commitments made by some manufacturers under the condition of "excessive bidding" by customers are often discounted after obtaining project opportunities, which will leave a lot of hidden dangers for the later implementation and application of the project

2. 80% of the members in charge of bidding in some units are personnel from non HR departments, which makes the most important indicators such as software applicability and ease of use ranked secondary. Some related manufacturers (especially those that have cooperated with the company in other aspects) will have more prominent advantages. In addition, under the idea of "fat water does not flow into the fields of outsiders", some projects fall into the enterprises related to their own enterprises. Imagine a "perfect demand" written by integrating the advantages and strengths of all software in the market, and let a manufacturer without any background and experience in this field realize it. What kind of result will it be to minimize the length of the data line? This phenomenon is still common in the industry, and the failure of most projects is related to it

to sum up, when an enterprise plans its own human resource management informatization

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