What Is Human Resource Risk Management?

Human resource risk is an important issue that must be considered and resolved in the course of enterprise development. It is generally believed that enterprise human resources are mainly facing three risks: the risk of insufficient supply of human resources; the risk of a significant rise in labor costs; and the risk of a stable workforce.

Human resources risk

Right!

Human resource risk is an important issue that must be considered and resolved in the course of enterprise development. It is generally believed that enterprise human resources are mainly facing three risks:

To understand human resources risks well, we must first define what human resources are. In the era of the planned economy, internal management of people is basically equivalent to personnel management, such as new employee acceptance, salary management, employee file management, cadre appointment and selection, retirement management, etc., which are very basic tasks. Correspondingly, the risk of such personnel management is relatively low, and everyone's attention is not high. However, since "people" is treated as a kind of human resource of an enterprise, that is, human resources, human resources work has a richer connotation. Since it is a resource, there should be all aspects of resource management, such as resource planning, resource acquisition, resource processing, resource evaluation, resource tapping, resource constraint, resource flow or transaction, which is resource management The entire value chain. Correspondingly, it is also known as human resources planning, talent recruitment, employee training, employee compensation management, employee performance, talent quality evaluation, personnel management and other specific tasks.

Literally, as a kind of resource risk, does human resource risk also have the risk of shortage, backlog risk, and churn risk, just like ordinary resources? Human resources do have these risks. However, according to Jingbang, the uniqueness of human resources risk lies in the uniqueness of human resources. It not only has the common risks of general resources, but also unique and proprietary risks, such as value-added risks, confidentiality risks, and competition risks. This risk exists in daily human resources management. Therefore, human resource risk and human resource management risk are consistent to some extent, and it is mainly reflected in the following aspects:

1.Human resource planning risks

2.Human resources recruitment risk

3. Human resources training risks

4.Human resources performance risk

5.Human resources compensation risk

6. Human resources personnel risk

.......

The goal of enterprise human resource risk management is to target and avoid various risks, and the risk categories corresponding to each job have their own emphasis.

(1) Human resources planning

Human resources planning is different from the general daily management of human resources and has obvious timeliness. However, the human resources planning of an enterprise has the characteristics of "forward-looking, foresight, and global". Its impact is very significant, and the planning work is not carried out well. Well, it will bring great risks to the human resource management of the enterprise.

If the total amount of human resources planning is not enough, it may bring about the risk of talent shortage, affect the normal employment needs of the enterprise, and then cause the enterprise to operate abnormally. If the total amount of human resources planning is too large, a large number of new employees may also cause staff size Too big, people floating, is equivalent to a "backlog of talents"; if the structure of human resources is unbalanced, there may be too many "raw materials" and too few "raw materials".

(2) Staff recruitment

Recruitment mainly solves the "import" problem of enterprise employees, which is equivalent to the procurement of special "raw materials" such as human resources. The talents needed by the company cannot be supplied in time, which is equivalent to a shortage of raw materials; if the quality of the talents recruited by the company is not enough, it is equivalent to the quality of the raw materials, which affects the final workshop production.

(3) Staff training

Human resource training is equivalent to grinding and roughing the "blank" to make it more practical, which is also a value-added process. If the employees of any enterprise are in place, it is difficult for the enterprise to say that it has achieved good economic benefits. While not gaining appreciation, personnel are likely to face "devaluation risk" and "loss risk". Once core talents are dug out by competitors, they will be converted into "competition risk".

(4) Salary and performance management

Unlike ordinary resources, human resources are subjective, so compensation and performance management are useful. Moreover, compared with the previous work mentioned above, if these two tasks are not handled well, the risks they bring are greater and more direct, which may lead to "churn risk, competition risk, shortage risk, leakage risk", and even It will also cause "backlog risk" and "depreciation risk". Excellent talents may be lost if they are not sufficiently motivated. If they are lost to competitors, it may lead to leaks, competition risks, and a shortage of core talents. Conversely, compensation performance cannot reflect fairness and fairness, and may also cause poor performance Of employees "backlog" in the enterprise, individuals and enterprises "depreciate" together.

(5) Personnel management

After the implementation of the new "Labor Contract Law", the rights and interests of workers have been better protected, and the work related to enterprise personnel management has been more strictly regulated. At the same time, with the strengthening of workers' awareness of self-protection, the risk of corporate personnel management has risen significantly.