The team that can win the battle must first need this kind of thinking.
Editor’s note: This article is from WeChat public account “Noteman” (ID: Notesman), author Peng Jianfeng.
Content Source: August 8, 2019, won the strategic human resources in the People’s Group, Huaxia Cornerstone Enterprise Management Consulting Group, and Renmin University of China Press Professor Peng Jianfeng made a wonderful sharing at the press conference of the “Manager Thinking” book. The notes are reviewed by the organizer and authorized to be released.
Introduction to the speaker: Peng Jianfeng, one of the drafters of the “Huawei Basic Law”, a professor at the Renmin University of China, a doctoral tutor, and chairman of the Huaxia Keystone Management Consulting Group.
Notes invite you to think before reading:
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How to stimulate organizational vitality?
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How to manage talent?
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How to make a talent-driven strategy?
To share with you today, I have been thinking about human resource management issues in the process of practicing, establishing and operating a consulting company in Huawei for many years. How can we drive the realization of corporate strategy and business growth through talents? How to motivate people’s inner vitality and potential for value creation? In particular, in the era of digitalization and intelligence, what is the development trend of human resource management?
One or three basic points of view
I personally understand that there are three most basic points of view.
1. Put talent on the management level to manage.
People are the core elements of corporate strategy and require long-term investment and value orientation.
This also means that thinking about human resources needs to be from a business and strategic perspective, not just from a human resources professional perspective; this means that the first person responsible for human resource management is the CEO, management at all levels. Not the human resources department.
So we propose that the chief talent officer should have someoneOnly the manager’s thinking should be based on the level of professional knowledge and the level of professional knowledge.
Human resources are divided into two aspects: one is the human resources management of the human resources department, the other is the human resources department of management or the talent management based on the governance structure.
The core problem of many human resources cannot be solved by the human resources department. It must be solved from the perspective of corporate governance structure, entrepreneurs, and leadership.
To raise people to the operational level is to treat talent as a customer, and to treat talent as a customer requires HRD to have insight into future trends, insight into customer needs, and insight into talent needs. This is like an entrepreneur. Thinking.
The main method of human resource management is not to control, but to activate people’s value creation. Only when an organization maintains its vitality and has real market competitiveness can it have real value creation ability.
In addition, management is different from general management. Management is open source, and management is to reduce expenditure.
Management as an open source emphasizes growth and value-added, so the core goal of human resource management must be to achieve business growth and human value growth.
This really needs to jump out of HR expertise to think about the problem, which is the first thought I want to express.
2, value management of talents.
Human resources management is aimed at people with emotions and thoughts, not things, and cannot conduct management studies from the human environment and work groups. Therefore, I propose that human resource management should have a holistic and systematic view of life.
The biggest problem in human resource management is to regard people as objects and try to achieve the improvement of people’s performance through standardized management of objects. This is a characteristic of the period of industrial civilization.
But in the era of knowledge as the main body of value, the management of human beings must be viewed as an organism. Especially in the understanding of human nature, I think there must be superposition thinking of quantum mechanics and gray thinking.
First, the good and evil of human nature cannot be seen in opposition. It cannot be divided into two.
Whether a person is good or evil depends on two points: one is the pursuit of intrinsic value; the other is the influence of the external environment. Therefore, in a person, good and evil are one and dynamic, and a good person may become a bad person, and a bad person may become a good person.
Second, we want to break the past cognition and think that people’s material pursuit is lowLevel, spiritual pursuit is high-level.
In fact, matter and spirit are also two sides, there is no difference between high and low. People with high spiritual pursuits also have strong material needs, strong material needs will also raise the spiritual level, and material needs are parallel to spiritual needs.
But for each individual, the level of material and spiritual requirements is personal.
This means that we must have gray-scale thinking in management, especially in innovative talents and entrepreneurial talents. The advantages and disadvantages are outstanding. Without mountains, there is no deep valley. Especially in the society, we must emphasize the longboard theory and the gray thinking of people.
Thirdly, from the management level, we must have a sense of respect for the laws of human nature and human development.
Management of people ultimately returns to the human insight into people, and the deep understanding of people’s needs is actually returning to simplicity, nature, extremes, and sunshine.
Fourth, human resource management is both a science and an art, emphasizing the unity of reason and intuition.
People’s management is a science. To emphasize rational thinking, it depends on data, facts, tools, and methods. There must be a hypothetical system and rules.
But don’t forget, when you really face people, you need to have intuitive thinking. You must use the entrepreneur’s perception and insight. Because people are emotional, they need guidance from the inner world and need attention and interaction.
Especially in our time, when faced with special talents, entrepreneurial talents, and top-notch technology innovation talents, it is definitely not the so-called annual salary.
I often joked that although I wrote “Personnel Quality Assessment” in 1985, I have never used the assessment tool when I choose to use it. I always feel the first place and the values are first. Position, tacit understanding in the first place.
So the operator’s thinking needs tools and methods, but it is more important to trust the entrepreneur’s perception and insight.
I don’t object to using evaluation methods. I think 90% of the talents still have to be evaluated and evaluated, but 5%-10% of the top talents have to take the rocket and can’t take the zigzag. This requires entrepreneurs to rely on their own I feel like I have a good eye.
But professionalized talents can do the “shape” training model.
So one aspect must respect science, have tools and methods, and on the other hand, trust your intuition and have gray-scale thinking. Having gray-scale thinking means having a more systematic thinking ability for the entire human resource management.
3. The core of human resource management is to stimulate vitality and achieve organizational and human value growth.
Taking talent management at the operational level is to achieve value growth, because I believe that the fundamental purpose of human resource management is to make everyone a value creator and valuable and effective.