What Is a Human Resource Management System?

The human resource management system improves the employee's contribution, that is, performance, by improving the satisfaction and loyalty of internal employees, helping managers to reduce profits and accelerate growth through effective organizational management to create value chain profits. From the perspective of human resources management, the integrated human resources management solution uses centralized data to integrate almost all human resources-related information (including: organizational planning, recruitment management, personnel on-the-job turnover files, employee resumes, labor contracts, reward and punishment management, Office supplies, hospital insurance, transfer management, training management, performance management, attendance management, hourly wages, piece rate wages, dormitory management, employee self-help, leadership approval, etc.) are all managed together.

Human resource management system

The first generation of human resource management systems appeared in the late 1960s, in addition to being able to automatically calculate personnel

Human resources are divided into

The rural human resources information management system is based on the existing public security household registration management system. It collects medical, social security, education, family planning, and management information, conducts a census based on rural objects, collects farmers' information, and establishes an electronic, Networked file sharing system. With this system, farmers only need to bring a card (account number), they can travel all over the country and enjoy the corresponding treatment in various places. Employers can also use this to understand the archives and employment intentions of migrant workers, and realize "sunshine employment". Townships, villages, and industry authorities can also use this system to achieve open government affairs, transaction processing, and official document circulation, and improve the efficiency of agricultural-related departments.

I. Strategic Human Resources Management

The corporate vision is the organization's long-term positioning of its role: what do you want to achieve? What do you want to be? This can be said to be the fundamental purpose of the existence of enterprises. We believe that this is the basis for defining the "value" of the enterprise. Traditional metrics only focus on short-term financial value, and a company's main activities should add value to meet future goals.

The strategic goals are achieved by people. The contribution of human resources at the macro level is to determine the core values held or agreed by the employees of the company, to guide and shape the behavior of the employees, and finally point to the performance goals. Values are the basic assumptions made by entrepreneurs and entrepreneurs about people and organizations; the process of passing them on to employees and affecting their behavior is the construction of corporate culture. Culture is the expansion and concrete interpretation of core values. It enables core values to be implemented into the behavior of employees, and thus generates or affects the company's management philosophy, principles, and human resources guiding ideology. The value of culture lies in the integration of hard organizational structure and soft human resources, integrating organizational resources, and making it an overall service for corporate strategic goals.

To achieve strategic goals, the key success factors of an enterprise must be identified. It answers: What areas must companies focus on to achieve their strategic goals? This should be the fundamental criterion for us to evaluate whether the existing activities of the enterprise are valuable. But what is more important is how to measure these factors, that is, the criteria for evaluating performance, which is the key to the performance management system. The key performance indicator (KPI) system has proven to be effective for many well-known successful companies in practice, and it is a bridge that connects specific human resource operating systems with corporate strategy.

We believe that successful companies are those that have clear strategic goals, but can steadily promote the realization of the strategy, and continuously improve their performance in the process. A comprehensive human resources strategy is important for such an enterprise because it decomposes and implements vague, abstract strategies and missions (through a performance management system) into current work, directs behavior toward future performance, and makes the company s Activities will not deviate or undermine long-term critical success factors because of immediate benefits.

For example, in some industries, short-term sales are not a determinant of market position. In the long run, perhaps more important is good reputation and brand value. So, should a sales manager who has achieved excellent sales performance, but has not worked hard to cultivate customer relationships, should get a high evaluation in the performance evaluation? Focusing on surface results in the short term may not have a big impact, but if all employees have been moving in this direction, the company will soon find that the originally set strategic goals (such as market leadership) are too formal. Therefore, the performance management system must include those evaluation factors that are not directly related to short-term performance, but are critical to long-term success. This is the key point of the large human resources system that we emphasize to distinguish from "small" human resources.

The organizational structure of the enterprise should be based on core business processes, that is, consider the organizational settings from the perspective of the value chain.

Human resources management platform

From strategy, organization, culture to specific human resource operating systems, we must go through a universal technical analysis process, which we call "Human Resource Management Platform". Its main content is the analysis of the relationship between positions, jobs, and people, including the value of the position to the company (the purpose of existence), how to measure (decomposed key performance indicators), and the quality requirements of the incumbent.

The result of the analysis-the job family platform system is the common basis for establishing human resources operating systems such as recruitment, training, assessment, and compensation. The reason why it is called a platform is because its analysis results are basically stable. Operating systems can be adjusted according to organizational changes, but the basic platform on which it is based will not be easily changed. We believe that the human resources system support strategy should be relatively stable. If a company's human resources work (such as job descriptions) often requires large-scale adjustments, the crux must be the lack of platform ideas.

Third, the human resources operating system

The last level is specific operating systems (policies, systems, procedures) such as recruitment, training, performance, and compensation, which are the concrete ways to achieve human resources strategies. Because it is built on the same platform, the operating systems are not independent of each other, but a closely linked whole. As the last part of the process, they all reflect and integrate strategic and cultural requirements.

Fourth, establish a systematic work process

The above levels reflect the workflow of establishing a complete human resources system. The company's vision and strategy are the input side, each operating system is the output side, and the execution of the operating system guarantees the realization of the process. The significance of this process to the enterprise lies in that one is to promote the realization of the company's long-term strategy, the other is to promote the improvement of the company's operating performance, and the performance improvement is in the direction of promoting the realization of the strategy. This is where the value of the large human resources system contributes to the enterprise. Because each company has its own strategy, culture, and values, the human resources system is personalized.