A good HRVP must be the right hand of the CEO.
Editor’s note: This article is from the micro-channel public number “Entrepreneurship yeast” (ID: chuangyejiaomu) , Author: yeast Yeast Research Institute.
To summarize the customer feedback that Yeast has received over the past few years, the most frequently mentioned needs of CEOs are as follows:
“Cherry, where can I find an HR like you, help me find one.”
Behind this demand, the information disclosed is that the CEOs of many companies are not satisfied with their HR. In the eyes of the CEO, it is not possible to build your own HR for corporate culture, nor to recruit. It seems that it is not possible to do anything. In the yeast live room, we received such a HR distress:
“Mr. Cherry, our company entered a stage of particularly rapid development last year, and last year the company recruited a total of 5,000 people. As the person in charge of HR, I feel that the boss and all business leaders are talking to me. Words: Help me recruit people, help me recruit people, I am short of people. But in the first half of this year, on the one hand, it was affected by the epidemic, on the other hand, the company’s business growth was hindered, making everyone think that there are at least 4000 of these 5000 I made a mistake. I spent so much time recruiting so many people last year, and now the business bosses are not satisfied. Is it my problem or the business problem?”
If you are this HR, you may feel wronged and unwilling in your heart. But aside from the emotional level of discussion, behind this issue is actually the misalignment of the CEO and the failure of HR.
01 CEO’s dislocation is a lack of management
A company recruits 5000 people quickly within a year, so these positions are most likely to be sales pushes, which shows that the company’s business is in a stage of rapid development at this stage.
If the CEO pushes all the recruitment tasks of the company in the rapid development stage to HR, but does not let the business and HR understand the company’s strategic positioning, resulting in the recruitment of unsuitable talents. This is the CEO’s lack of management.
Yeast’s course summarizes the three core competencies that the CEO needs internally.
First, the ability to establish a vision, the CEO must become the spiritual leader in the company.
Second, the ability to set strategies, the CEO must be able to determine the company’s development direction.
Third, it is the ability of the manager. For the CEO, the ability of the management team is very important..
Our requirements for CEO managers are “not high”. He only needs to manage the managers below him, and let them manage the layer below them. If this CEO is a genius, he can manage this wave of people at the level of 10 presidents, and at most he will take care of the layer below.
Generally speaking, a manager’s management reporting limit should not exceed 10 people. Because you have to take care of all the emotions, all ideals, all benefits, all human beauty and ugliness of these 10 people, more than 10 people can’t really take care of them.
As a CEO, you need to understand why 5,000 people are recruited before hiring begins. The essence of recruitment is not how much business your company has, nor how much money the company has, but whether the company has management cadres who can bring 5,000 people.
When the team is rapidly recruiting people and rushing in 5000 people at once, the original business director may change from managing 10 people to 50 people and 100 people to report to him at the same time. At this time, he did not have such management capabilities, and the newly recruited people were very prone to trouble when they were not in management. When managers cannot grasp the situation of the team, human efficiency is greatly reduced, how can the business do well?
On the other hand, the influx of new employees brings a huge increase in costs, and the company’s original culture is also greatly diluted. These have left huge hidden dangers for the following problems.
When the CEO leads the company in battle, you must decide who is the vanguard, who is the guard, who is the general, who is the commander, and you have to line up. But because the company fights differently every year, the knowledge structure of the talents needed in each position is different. And different things have different priorities, the most important thing must be the best players.
In this process, if the CEO has not considered whether his organization can carry a large number of new employees, blindly expanding the number of teams will bring about various breaks in the organization and people.
The CEO is the first person responsible for the organization of an enterprise. Only by ensuring that the development of organizational capabilities can support the speed of business growth can an enterprise achieve sustainable development.
02 HR’s dereliction of duty is a lack of business understanding
In this case, HR completed the indicators given to him by the boss and business boss, and completed the recruitment task. But behind this indicator, if this HR knows more about the business team, it is more nuclear behind the recruitmentDoes the need for the heart and increase the understanding and support of the business avoid the recruitment of inappropriate people?
An HR is valuable, the biggest core is to understand the business strategy. The founder of Yeast, Zhang Lijun (Cherry), was the first batch of Alibaba sales and the first batch of political commissars to transfer to HR. Therefore, Cherry deeply understood that if HR does not understand business, he is a vase and an administrator.
If HR does not understand the business, how to be a partner of the CEO, you do not know what the business boss thinks, thinks, and does, how can you do a good job of promoting?
The company’s business is affected by the epidemic, which does not mean that the company’s business will have no development opportunities, but that the original offline business may have to be transferred to doing online, and your business will change greatly. The boss and the business boss have already reported that 5,000 out of 4,000 people are inappropriate. What can HR do at this time? HR cannot cut off 4000 people irresponsibly as soon as the boss says the person is inappropriate. Not only did it not assume its due social responsibilities, but more importantly, it failed to fulfill its management responsibilities.
First, HR will first sort out your business strategy with your boss this year and the next three years.
Second, according to the company’s business, HR draws a picture of the company’s structure and defined post talents, and clarifies what kind of people the company will recruit?
Third, the 5,000 people we recruited, HR and business leaders have to make an assessment. How big is the gap between the people we recruited and our future innovative business and future mainstream business?
If the gap is not big, then what you have to do at this time is to start training him. We need to find the gap between this group of people and our business, start training these people for new business, and start evaluating these people. Only after you have finished training and given him enough training can we say that we have done our management responsibilities to the employees.
The most special case is because of the stagnation of business growth, the company has no money on the account, HR to ensure that the company survives, frank and sincere communication with employees is the last resort.
When HR can become the company’s most human-aware cross-border talent in business, at the same time, his value explodes.
03 What should a good HR look like?
HR’s position in different companies may vary greatly, but no matter what level you are in, you wantThere are three ways to improve yourself:
First, grasp the general trend of industry reform.
Why do most HR feel that they are not very important in the boss’s mind? This is not your fault. Most founders value the profit-making department that brings actual benefits and the technology department that determines the foundation of the product rather than the talent management department; they are more willing to hire foreign talent at a higher salary than build an internal employee training system; they emphasize performance Welfare and weaken the construction of welfare system and employee satisfaction.
But today’s new business civilization, new technology companies that have grown up from grassroots are not resource monopolies. They go from zero to the trillion market, and every step relies on human cohesion and human growth, putting people in the most important position.
The next ten years will be a year of change in traditional industries. No longer will resources be the core and guidance. At this time, the people in the organization will become important, and the company’s HR status will definitely rise. Therefore, HR itself must be prepared. In the course of change, are you a promoter of the revolution or a revolutionary?
Second, an HR is valuable, the biggest core is to understand the business strategy.
How to better understand the business is actually very simple, walk into him, understand him, and accompany him. It depends on whether HR has this awareness and what role it wants to be in the organization.
Third, become the most structured and best person in the company.
The two legendary figures around Ma Yun’s entrepreneurship at that time, one was Cai Chongxin who managed money, and the other was Guan Mingsheng who managed people. This iron triangle established Alibaba’s achievements today.
HR is difficult to do because they are often not the best people in the company. The promotion of HR is not how to improve HR, but how to do business. From strategy to business operation and landing, we must understand very well.
Implementing specific work content and wanting to be an excellent HRVP (Vice President of Human Resources), there are three most important tasks:
In the company, the inheritance of culture is a very important thing. The core team of 10 people is particularly easy to unify the mind, but when there are 1,000 people, what the manager says will be completely different after being passed on.
2. Strategic landing
After the group strategy is formulated, the boss is most afraid of setting the group strategy, but in fact it is “there is a policy on the top and a countermeasure on the bottom.” When a strategy is put on the ground, it needs to have business operation indicators, and it needs HR to allocate human resources.
HR needs to do three things: inventory, training, and the company’s most basic policies and systems.