The transformation of human resource management function in American Enterprises（美國企業(yè)人力資源管理職能的轉(zhuǎn)變）

1、The transformation of human resource management function in American Enterprises美國企業(yè)人力資源管理職能的轉(zhuǎn)變The transformation of human resource management function in American EnterprisesThe transformation of human resource management function in American enterprises 2021-12-20 15:16:00Since 1990s, great change

2、s have taken place in the enterprise human resource management functions, it is from a maintenance and assistant management functions increased as a kind of strategic importance to the function of management, and become an important tool for many American companies to gain competitive advantage.I. s

3、trategic management partners: the role orientation of the transformation of human resource management functions in American EnterprisesSince 1980s, the human resources management function of American enterprises has been undergoing profound changes and restructuring. Before 80s, the human resource m

4、anagement (then known as the "personnel management") role in the enterprise is largely an administrative role, which is mainly to deal with some documents, is also responsible for some work to establish recruitment and selection, training, performance appraisal, compensation and other aspe

5、cts of system and management however, the relationship between these work with the strategic direction of the business is very distant. By the beginning of the 1980s, the role of HR management in American enterprises was no longer a simple one-way link role, and it began to help companies implement

6、strategies. Later in 90s, the United States strategic decision makers to further recognize the importance of the problem, many enterprises take the practice of human resource management as an effective means to strengthen and support the business activities of enterprises and improve the quality of

7、enterprise profitability, and other business objectives to contribute, and human become an expert on human resource Department issues in enterprises "". In this way, the functions of human resource management is not only the implementation of a business strategy, it must also be involved a

8、nd sometimes leading enterprise strategic decision-making process, at the same time in the process of implementing the strategy through the design of various human resource management policy and system and adjustment of the human resource management practices to help enterprises gain competitive adv

9、antage. To be exact, human resource management functions as a strategic management partner, with the line departments to ensure the achievement of enterprise management objectives.The United States Department of human resources management of enterprises in the administrative affairs (such as maintai

10、ning personnel records, audit control, service etc.) the time proportion is more and more small, the main reason is that the Intranet technology has made the United States corporate human resources department in maintaining personnel records and other aspects of the importance of more and more low,

11、the emergence of new technology makes some human resource services necessary for enterprises can provide out more and more through the form of self-help, it not only makes the traditional face-to-face service becomes unnecessary, greatly reduces the cost of providing service and gives the line manag

12、ers and employees to control human resource affairs. The self-help service system in addition to lower costs, and help the employees to the human resources department as an active department, at the same time such a change trend and also the psychological contract is consistent, more responsibility

13、that employees want to be one of the aspects of personal occupation development assume.Outsourcing of managerial roles of human resources in American enterprises has become more and more common. The daily management work to a higher degree of specialization of enterprise outsourcing companies or ins

14、titutions to manage, the enterprise internal human resources management to focus more on the greater enterprise value management practice development and strategic business partners such as the formation of function. In fact, in American enterprises, managers who are in charge of human resource mana

15、gement functions are increasingly absorbed into the top management committees which influence the strategic direction of enterprises. These managers not only report directly to the company's chief executive officer, CEO, or operating Committee, but also ask them for advice when they encounter so

16、me business problems.Two, customer oriented: the implementation strategy of the transformation of human resource management functions in American EnterprisesOnce the human resource management has been regarded as a strategic partner of the enterprise, it has been put into the enterprise strategy for

17、mulation process, and is also responsible to help complete the enterprise strategy implementation and execution of work through the formulation and adjustment of human resources management plan. Then, the human resource management function needs to adjust itself strategically to make itself become a

18、 strategic function. Because of the functions of human resource management plays multiple roles at the same time in the enterprise, so the implementation of a variety of activities, and resource constraints in the face of time, money and head and other aspects of the situation, the enterprise human

19、resources management must make the strategic choice, namely how to allocate available resources to human resources management the function of the greatest value for the enterprise, in other words, how can the functions of human resource management become the enterprise's strategic business partn

20、er.In this regard, the emergence of a new trend, in line with a comprehensive quality management philosophy in the recent field of human resources management in the United States this is the enterprise human resources management should adopt a method oriented to perform the function. In some America

21、n companies more advanced, human resource management level has started the functions of human resource management as a strategic business unit to look at, and according to their customer base, customer needs and technical conditions to meet the needs of customers to define their own business.First o

22、f all, the human resource management department of an American enterprise begins to identify who is its own customer. The most obvious HR clients are the line managers who need access to human resources services. In addition, the strategic planning team is also a client of the human resources manage

23、ment department, because the group also needs to identify, analyze and provide recommendations on human related business issues. Employees are also a customer of human resource management because their remuneration for employment is determined and managed by the human resources management department

24、.Second, the human resource management department of American enterprises began to confirm what the products in this department have. Line managers want highly qualified, dedicated staff. The strategic planning team needs not only the relevant information and recommendations needed for the strategic

25、 planning process, but also the support of human resource management in the implementation of the strategy plan. Employees are expected to receive a coherent, adequate and equitable remuneration and benefits program, with the aim of achieving fair promotion and opportunities for their party career d

26、evelopment.Finally, the human resource management department of the American enterprise also determines which technologies need to be used to meet their needs according to the customer needs and their own wood. The selection system needs to ensure that all selected job seekers have the knowledge, sk

27、ills and capabilities necessary to bring value to the organization. Training and development system needs by providing development opportunities to employees to ensure that they continue to increase their human capital, so as to provide more value for the enterprise, ultimately meet the needs of bot

28、h line managers and employees. Work performance management systems need to show employees what their expectations are, and to line managers and strategy makers to ensure that employee behavior will be aligned with the organization's goals. Finally, the reward system needs to bring similar benefi

29、ts to all customers (line managers, strategic planners, and employees). The management system will be a guarantee to the line managers, employees will use their knowledge and skills to serve the interests of the organization, they also provide strategic planners to appropriate measures to ensure tha

30、t all employees take the strategic planning of enterprises with supportive behavior. On the other hand, the reward system clearly provides equal returns for both the skill investment of the employees and the effort they make.Provides a very important thinking method to the customer service oriented

31、human resource management to human resource management functions, which help to the human resources department to confirm who is their customers, these customers need what kind of hope are met and how to meet this need, and the Department of human resources management help the company as soon as pos

32、sible to become the strategic partner of the enterprise.Three, strengthening the capacity of human resources professionals: requirements for the transformation of human resource management functions in American EnterprisesAt present, this strategic human resource management method formed in American

33、 enterprises is actually seeking to provide competitive advantage for enterprises through the most important wealth of the enterprise, that is, its human resources. The formation of human resource functions not only need to participate fully in the strategy of the enterprise, help the enterprise to

34、find out related business issues facing it, and once the enterprise's strategic decision, so the influence of human resource management for the implementation of the strategy is very important, it will be responsible for coordination through the establishment and practice of human resource manag

35、ement to ensure the company can effectively motivate employees to have the necessary skills. This requires the functions of human resource management personnel must have and use their understanding of the following two aspects: one is the knowledge of the people can play in the competitive advantage

36、 of enterprises and the role it is actually in the role; two is what the human resources policy, planning and management practices can make people become a real a source of competitive advantage. This requirement poses a major challenge for HR professionals, especially strategic executives, in Ameri

37、can enterprises.The human resource management role model proposed by Professor Dew Uridge of the Business School of University of Michigan has been widely accepted in the United states. Professor Uridge in the human resource management function of American enterprise's role is divided into strat

38、egic business partner, administration expert, employee motivation and change agents in these four roles, but also pointed out that human resource management professionals in the future in order to effectively assume these roles, so as to achieve effective management on human resources, they must hav

39、e some new abilities based on the original ability. Human resource management professionals, especially the grassroots strategic management of human resources, we must pay attention to the development of their management ability, professional technical ability, management ability and comprehensive a

40、bility, and only in the systematic application of foundation for such a set of new capacity, in order to truly implement the strategic management method in human resources management of enterprise.First of all, human resources professionals must have the ability to operate, that is, a clear understa

41、nding of the operation of enterprises, and understand the financial situation of enterprises. This requires that human resource professionals have to make rational decisions that support the strategic planning of enterprises according to the information as accurate as possible. Because in almost any

42、 to enterprises, on the effectiveness of the decision must take the money as a criterion to evaluate human resource management level, so must be able to influence monetary cost and benefit calculation of each kind of human resources decision and its possible. At the same time, they must also take in

43、to account the non monetary impact of human resource decisions and must be able to fully understand the social and ethical issues involved in each human resource practice.Secondly, human resource professionals also need to have with the practice of human resource management and the latest progress o

44、f the "professional knowledge", these management practices including staffing, development, compensation, organizational design and communication etc. New selection technology and performance evaluation method. Training programs and incentive schemes are constantly being developed. Some of

45、 these plans may still have some value, but also some of the new human resource management practices may be just old wine in new bottles. Human resource managers in enterprises must be able to evaluate these so-called new human resource technologies on a critical basis,And use only programs that ben

46、efit the enterprise.Thirdly, HR professionals must also have excellent skills in change process management in diagnosing problems, implementing organizational change, and evaluating results. Every time a business makes very small changes in its strategy, the entire enterprise must change. These changes often lead to conflict, resistance, and confusion among people who have to implement these new programs or programmes. Enterprise human resources management must have a way to monitor chang