How Do I Determine the Best Human Resources Strategy?

Human resources strategy is a general term for decisions made by an enterprise in terms of employment relationships, selection, employment, training, performance, compensation, incentives, and career management in order to achieve the company's strategic goals. Through scientific analysis and prediction of the supply and demand of human resources of the organization in future environmental changes, formulate the necessary human resources acquisition, utilization, maintenance and development strategies to ensure that the organization has the right amount of human resources in the required time and required positions It is an important part of an enterprise's development strategy to enable organizations and individuals to obtain continuous development and benefits.

Human resources strategy

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Human resources strategy is a general term for decisions made by an enterprise in terms of employment relationships, selection, employment, training, performance, compensation, incentives, and career management in order to achieve the company's strategic goals. Through scientific analysis and prediction of the supply and demand of human resources in the organization's future environmental changes, formulate the necessary

Human resources development strategy

Human resource development strategy refers to the effective exploration of enterprises and

Human resources strategy is the core of business strategy

In corporate competition, talent is the core resource of an enterprise, and human resources strategy is at the core of the corporate strategy. The development of an enterprise depends on the formulation of its strategic decisions. The strategic decisions of an enterprise are based on the development of the enterprise's development goals and action plans. The ultimate decision-making role is the enterprise's ownership of high-quality talent. Make effective use of

Human resources strategy as one of the most important

1.Recruitment. Including human resource forecasting according to human resource planning, determining personnel needs, implementing on-site recruitment, implementing recruitment evaluation, staffing according to the evaluation results, tracking during the trial period, recruitment

* Based on the needs of corporate strategy, how much manpower does the company need? What talent resources should we focus on to acquire and reserve? How to balance the proportional relationship of various talent resources to ensure that the business runs in an orderly and normal manner?

* What should employees have based on the realization of corporate strategy

Mankind has entered the era of knowledge economy. In the final analysis, market competition in this era is the competition for talents. Therefore, the core of an enterprise's human resources strategy should be people-oriented. The so-called people-oriented principle is to meet the natural needs of people.

The internal and external environment of an enterprise determines its overall competitive strategy. That is to say, with the continuous expansion of production and operation activities, human resources of enterprises are always subject to the constraints and influences of external environment and internal conditions like other resources of the enterprise. Therefore, when formulating corporate human resources strategic plans, we must fully grasp Only the internal and external factors of the enterprise and the extent of their effects can ensure the scientificity, rationality and feasibility of the strategic plan.

I. Analysis of external environmental factors

1. Political and legal factors. Business operations are inseparable from the influence of the country's specific political system, policies and legal environment. The formulation and implementation of any human resources strategy by an enterprise must comply with various labor laws, decrees, and regulations issued by the national and local government authorities, which is an important guarantee for the normal and sustainable operation of the enterprise. The laws such as the Labor Law, the Trade Union Law, and the Women's Law that have been implemented in China have an important impact on human resource management practices.

2. Economic environment. The economic environment is the main external environmental factor that affects human resources management. The state of national economic development directly affects the supply and demand of labor in society, which has an important impact on corporate human resources strategies. Strong economic development will inevitably drive the development of various industries, so that

I. The value of human resources

According to the viewpoint of economics, in order for a resource to arouse the demand and desire of the economic subject, it must first have economic value. Without economic value, it cannot constitute demand and desire. As a special resource of an enterprise, human resources have the value that it can add value to the enterprise, which is specifically reflected in the fact that human resources activities can reduce the cost of the enterprise or increase the efficiency of the enterprise. For example, technical training for employees can reduce the rate of product waste and improve product quality; companies establish a good cooperative relationship with employees and treat them fairly and fairly, which can increase the level of employee's hard work, resulting in higher efficiency for the company, Stimulating more innovation of employees will enable enterprises to obtain lasting competitive advantages. In fact, the value of human resources is a fundamental characteristic that is different from other material resources of an enterprise, which means that the value of people can be appreciated through methods or means such as training, education, and experience, and this appreciation will bring huge returns to the enterprise And benefits.

The strategic significance of value lies in improving the performance of the enterprise. The performance of a company is usually reflected in the effective provision of products and services to customers. Human resources can be considered as the people who design, produce and provide these products and services. Due to the existence of value, human resources can improve corporate performance through training, motivation, teamwork, and cultural orientation. Therefore, from a strategic point of view, human resources should not be managed like funds, technology, and other resources, but should be "managed", that is, rationally developed, utilized, and carefully cultivated and improved.

Guideability of human resources

Another characteristic of human resources is that they can be guided by means of cultivation, shaping, etc., and develop in the desired direction. Coase pointed out that the essence of the enterprise is a mechanism of resource allocation, and that the enterprise and the market are two alternative resource allocation methods. The fundamental difference between an enterprise system and a price system is whether to use conscious authority to guide resource allocation. Therefore, it can be said that the specific difference between enterprises is reflected in the resources controlled by the enterprise and the ability to allocate resources. Resources and capabilities are the deep source of a company's competitive advantage. Human resources not only participate in the input, production and output activities of enterprises as production factors, but also configure and manage production factors and various operating links. It can be said that all activities of enterprises are based on human resources as the main driving force. The competition in the final analysis is the competition between the pros and cons of human resources in an enterprise. Whoever can correctly use and guide human resources is the winner. Human resources are the most active and active factor among various factors of production; on the other hand, it also shows that it has certain emotions. This determines that it can be guided, and the results will be very different depending on the method of guidance. Therefore, the quality and will of the leader will play a direct determining role.

This characteristic requires leaders to fully understand the human resources of the company, use different methods for different personalities, and pay special attention to those who can play a special role in the development of the company. These people have certain core knowledge and certain special skills in the enterprise human resources system. They are in key positions in the business management system. Compared with the general human resources of the enterprise, they have a certain degree of speciality and irreplaceability. Therefore, managers must have a deep understanding of their own human resources, precise positioning and careful deployment on the basis of full understanding of guidance.

The guiding strategic significance is reflected in the expansion of human capital. Human capital is the full value of human resources in an enterprise. It consists of the people in the enterprise and their ability to work. Human resources are value-added and guideable, so that human resources management activities can continuously enhance the human capital of enterprises through effective methods and means. For example, actively improve the capabilities of human resources in the enterprise, especially those skills necessary for the future development of the enterprise. Whether managers' incentive measures are effective will determine whether human capabilities can be developed and used, and whether other employees in the enterprise can also have some of these capabilities through communication and learning methods, so that all employees can get Development, human capital has been greatly expanded.

Third, the imitation of human resources

Today's society has entered the information age. Driven by the rapid development of information technology, the external environment of enterprises is changing faster, making the market environment very active and open. In business behavior, it is to learn the advanced experience of competitors or imitate its business behavior, such as price, product, advertising creative, marketing strategy, etc. For example, companies gain competitive advantages in the market through price reductions. If this strategy takes effect, competitors may follow suit and their leading advantages will soon be lost. For example, at the end of the last century, Changhong, one of the home appliance giants, took the lead in price reduction storms. Other companies followed suit, triggering the largest price war in China's home appliance industry. Not only did Changhong's market competitive advantage achieved by price reduction disappear, it also greatly dampened The development of China's home appliance industry. If a competitive advantage is created through price, marketing, and other means, it is usually difficult to maintain, and it is impossible for an enterprise to protect any of its distinctive operating methods with intellectual property rights. In this case, the imitation of human resources provides the feasibility for enterprises to solve difficult problems. In fact, it is more difficult for competing companies to study and imitate the human resources activities of their opponents. When investigating the human resources of other enterprises, many problems can only be vaguely dealt with because they cannot go deep inside the enterprise. Moreover, human resources activities are often related to the development status of the enterprise and the inherent cultural background of the enterprise. They are complex and difficult to identify systems. Even after thorough research, it may not be appropriate to copy others.

Therefore, the human resource activities of an enterprise must be able to develop and cultivate human resource characteristics that are difficult to be imitated by competitors. This characteristic should be difficult to describe, difficult to explore, or even difficult for outsiders to detect. It is not easy to spread and replicate between enterprises, and it has the hidden characteristic of being non-tradable.

The strategic significance of non-imitability lies in ensuring the sustainable development of enterprises. For enterprises to continue to develop means that they must have the advantage of enabling them to obtain long-term, stable excess profits. In the commercial war, any marketing strategy can be imitated, and any technological innovation can be learned. An enterprise can be distinguished from all beings. The most fundamental thing is to have special talents to accomplish the same thing differently.

Fourth, the systematic nature of human resources

Human resources are a system as a whole, because people can accomplish the same thing differently through communication, learning, and cooperation. Anyone in an enterprise does not exist independently. Different people have different ways of thinking and attitudes towards the same phenomenon. It is especially important to learn from each other and cooperate with each other. The inherent cohesion of the human resources system makes the work coordinate and coordinate. Teamwork is realized. The behavior of a person will first affect the people around him, so the manager should pay attention to the individual who plays a special role, and should also pay full attention to his team. When using human resources, through system deployment to achieve the best possible human resources and human resources Become an organic system through a combination of internal and external forces.

A specific set of human resources system that can operate effectively and is highly competitive is an intangible asset that can increase the strength of the enterprise and create lasting value when it penetrates into all levels of the enterprise and penetrates into every part of the organization's operating organization Become the constructor of a company's lasting competitive advantage.

The human resource system and the corporate culture atmosphere it creates are formed according to the specific situation and development history of the enterprise, and it reflects the unique style of the corporate culture and long-term development. Its strategic significance lies in shaping the corporate culture, making the overall operation of the enterprise more effective, and ensuring the sustainable development of the enterprise.