How To Improve The Competence Of Human Resources Managers?

HR competency is a comprehensive ability, which involves knowledge, technology, ability, motivation, values and other aspects. It corresponds to the three major responsibilities of the human resources department, namely, "affairs management, operation management, and strategic decision-making", and is closely linked to organizational culture and strategy. The promotion of human resources competency can not only improve the work performance of human resources departments, but also effectively enhance the competitiveness of organizations.

A research report released by the Foreign Enterprise Service Branch of China International Technology and Intelligence Cooperation Corporation in 2013 analyzed the human resource competency of Chinese enterprises in the era of change. The report shows the basic situation of human resource competency in various industries and enterprises by investigating employees in six major industries, including high-tech, financial services and consumption, and in three different types of enterprises, including state-owned, private and Sino foreign joint ventures, and puts forward reasonable suggestions for improvement.

　　 Current situation of human resource competency

HR competency includes four dimensions: personal quality, human resource expertise, business knowledge, and management change. The introduction of the four dimensions of HR competency can effectively help HR practitioners to understand what capabilities they need in their future development, and help enterprises in the future HR Provide direction for the training and development of employees.

In the four dimensions, personal quality and human resource expertise are the most basic qualities that HR practitioners must possess. If they want to have better development and improvement space in the enterprise, HR practitioners need to have business knowledge and the ability to manage change.

According to the research on the four aspects of HR competency, the biggest problem of HR competency at present is that HR departments and employees lack the competence in business knowledge and management change, know little about enterprise business processes, lack professional knowledge in operation management, and have little competence in management change, which restricts their role in enterprise strategic development, It is difficult to achieve a complete change in roles.

The status of human resource competency in different types of enterprises The HR competency of state-owned enterprises and Sino foreign joint ventures is good, of which the personal quality and business knowledge of the HR departments and personnel of state-owned enterprises are strong, the professional knowledge and management change of the HR departments and personnel of Sino foreign joint ventures are dominant, and the HR competency of private enterprises is the most unsatisfactory.

At present, the setup and division of labor of the HR departments of Sino foreign joint ventures are relatively clear. The HR departments and personnel are generally divided into three categories: business partners, shared service centers, and HR professionals, each with responsibilities and expertise. Among them, business partners are more like military strategists of enterprises, offering advice to operators, such as: analyzing the company's business environment, competitors' conditions, employees' expectations of the boss, and providing services and support according to the characteristics of the business department; The shared service center pays more attention to employees' pay Formulation of attendance and leave system; Professionals are mainly engaged in recruitment, training and other routine work.

Most of the HR departments of state-owned enterprises are power departments with greater decision-making power, but their service awareness is not strong, and their support for the service departments is insufficient.

The poor HR competency performance of private enterprises is related to the overall environment of the country's entry and exit and the defects of private enterprises themselves. The support of the state for state-owned enterprises has greatly impacted private enterprises. Most private enterprises have a difficult environment to survive. In addition, most private enterprises are small and medium-sized enterprises, and the situation of more people living has greatly reduced employee satisfaction. At the same time, Private enterprises are faced with a dilemma in the recruitment process. It is difficult to attract talents, and the vacancy rate is high. These factors affect the improvement of the competency of the HR department.

　　 Four dimensions of HR competency:

Personal quality: cognitive ability, affinity, integrity, communication ability, etc;

Human resources expertise: expertise in various modules of human resources management, including staffing, core talent management, performance management, personnel development, compensation and welfare, etc; {page_break}

Business knowledge: enterprise operation management related knowledge, including value chain knowledge, operation knowledge, financial knowledge, etc;

Management change: knowledge related to enterprise strategic change, including cultural management, change management, participation in strategic decision-making, etc.

　　 Industry evaluation of human resource competency

The evaluation of human resource competency in different industries largely depends on the overall environment and background of industry development.

Compared with 2012, the evaluation of the financial industry declined. The reason is that in 2013, the whole country's finance tightened, and the bank capital flow faced great problems. The change of the industry's development background inevitably led to the decline of the staff turnover rate and employee satisfaction. On the other hand, enterprises' stricter requirements on HR promoted the improvement of HR capabilities in all aspects.

In 2012, the state made greater efforts to regulate the real estate and construction industries. Many real estate and construction industries were eliminated, and the remaining enterprises increased their standardization. For example, in the research, East Lake Vanke Such enterprises attach great importance to HR management. Therefore, HR has continuously strengthened its effectiveness and competence.

In 2013, the industries with the best HR competence were finance and real estate/construction.

In addition, enterprises with sufficient funds can leave an adequate budget for HR construction, which can effectively mobilize more resources. HR competence and efficiency are generally good, while many entrepreneurial enterprises, although not well paid, have a new generation of young people eager to gain growth and happiness from their work, and hope to be respected by others, HR competence of such enterprises is also generally high.

　　 Human resource competency has different perceptions in different departments

There is a big gap between the line managers of other functional departments and HR in their understanding of the same problem. HR departments and personnel pay more attention to the implementation level, while functional departments and other managers pay more attention to the strategic and change level, that is, how to adapt to and even lead the change in a complex and changing environment, For example, the HR department and staff are more concerned about the quality and speed of service response, but other functional departments and managers want the HR department to be concerned about: if the company wants to develop a new product, how the company's departments should be set up, whether the department leaders should be transferred internally or recruited from headhunters, and how to design corresponding compensation and performance incentive policies, After the establishment of the new department, how to make people understand the job responsibilities more quickly, what is the assessment basis of the job responsibilities, what capabilities are needed to complete these tasks, and what support and help are provided in training and employee development.

Therefore, HR professionals should not be blindly optimistic when evaluating their own competence, and need to realize that there is still a large room for improvement in business knowledge and management change.

　　 Human resource outsourcing competence

Data shows that 40% of enterprises have experience in cooperation with two or more outsourcers, and 12% of enterprises have not outsourced any HR functions or businesses. In the evaluation of HR outsourcing competency, it is found that most enterprises do not know how to effectively evaluate and supervise outsourcing. In fact, in HR outsourcing services, enterprises can put forward very clear requirements for outsourcing according to needs, and it will be more convenient to evaluate HR according to requirements. {page_break}

　　 Suggestions on improving human resource competency

Strengthen the strategic position of the human resources department, and focus on improving the competence of human resources professionals in both business knowledge and management change. The study found that many enterprises still regard the HR department as the executive department, and regard its ability to perform HR related functions as the focus of evaluation, so they give less strategic attention to the HR department. However, the HR department lacks the motivation to improve its competence, especially in terms of improving business knowledge and management change. In fact, the attention of senior executives and the internal momentum of the HR department will affect the improvement of the competency of the HR department. Therefore, the head of the HR department should first improve his or her competence in business knowledge and management change, improve the competence of the professionals of his or her department by encouraging and promoting the professionals of the HR department to understand the internal operation of the enterprise and become familiar with the operation of the business department, and actively participate in the operation and management of the enterprise, creating greater value for the enterprise on the basis of HR professional skills, So as to improve the position of the department within the enterprise, realize the role change, gradually become the strategic partner of the enterprise, and help the enterprise realize management change.

The HR department of state-owned enterprises must transform from a management department to a service department. The characteristics of the administrative system of the power department of state-owned enterprises are obstacles that restrict the transformation of human resources management departments to service departments. Under such conditions, if the HR department only focuses on the improvement of professional knowledge and skills, but lacks the mastery of the business department's workflow, and only thinks about how to implement and import some new systems, instead of thinking about problems from the business department's standpoint, trying to influence the business department, and getting the approval and acceptance of the business department, As a result, the business department may not understand and cooperate with each other, and finally some strategic ideas of the HR department cannot be effectively implemented in the business department, leading to the HR department's efficiency being greatly reduced. Therefore, state-owned enterprises should make full use of the advantages of HR's participation in strategic decision-making, learn from the experience of wholly foreign-owned enterprises and Sino foreign joint ventures, strengthen the service awareness of business departments, and constantly improve the efficiency of HR departments.