I am studying human resource management and how to be a successful manager. Ways and plans! ! !

1. Changes in the concept of human resource management "Without satisfied employees, there will be no satisfied customers" has become a common knowledge in foreign business circles. Looking up the cultural systems of long-term successful foreign enterprises, it is not difficult to find that these enterprises regard employees as their most valuable assets and "people-oriented" as their core management philosophy, no matter what language or expression they adopt. It is not difficult to find that these enterprises have abandoned the mode of supervision and control and turned to the mode of leadership and encouragement. Second, changes in the understanding of human resource management With the increasing contribution rate of knowledge to enterprises, human resource management has received more and more attention, and has begun to rise from the transactional level of maintaining assistance to the strategic level of gaining competitive advantage. "Strategic human resource management" has moved from theory to reality in a larger scope and to a greater extent. Human resource management is increasingly becoming a matter closely related to managers at all levels (including line managers at all levels and even CEO) in enterprises, and is no longer just a matter of human resources departments; The human resources department has also moved from the background to the front desk, no longer just an executor of the enterprise development strategy, but plays a role in participating in or even leading the decision-making process of the enterprise strategy. Third, how can the change in the orientation of human resource management make strategic human resource management truly implemented? Influenced by the theory of total quality management and process reengineering, American business circles put forward a new concept of "customer orientation of human resource management". In some advanced American companies, senior human resource managers have begun to regard the human resource management department as a strategic business unit (USB) and try to define the business content according to their customer base, customer needs and technologies to meet customer needs. Fourth, changes in the thinking of human resource management At present, advanced foreign enterprises regard human resource management as a long-term systematic project, and attach importance to mutual connection and matching from the recruitment, screening and employment of employees to leaving the enterprise; Before introducing every policy or adopting every strategy, we should consider whether it is conducive to the realization of strategic objectives of enterprises and the improvement of employees' work efficiency. V. Changes in the focus of human resource management With the rapid changes in technology and the expansion of knowledge workers, the focus of human resource management has shifted from the original emphasis on usability to the emphasis on development, and it has become a trend to establish a human resource management system centered on core competence. More and more enterprises realize that organizational learning is the main way for human resource management organizations to continuously improve and maintain their environmental adaptability, and begin to devote themselves to the construction of learning organizations and strengthen the management of knowledge. The effectiveness of organizational learning and the contribution rate of knowledge have become important standards to measure the performance of human resources. At the same time, career design and succession planning have also become an indispensable management tool for enterprises to retain core staff. VI. Changes in means of human resource management Since the 198s, faced with the fact that employee loyalty has generally declined but the contribution rate to enterprise development has been rising, human resource management has also moved from conventional management to innovative management, and innovations in management means can be described as endless. As far as incentives are concerned, not only the salary system based on posts and positions has changed to one based on performance, skills and competence, but also long-term incentives such as deferred income, stock options, profit sharing, and more personalized spiritual incentives such as job enrichment, participatory management and flexible working hours system have been derived for the sustainable development of enterprises and meeting the development needs of employees. VII. Changes in the scope of human resource management The traditional human resouce is mainly limited to the behavior management of employees in enterprises and during working hours; Modern human resource management has begun to take into account all factors that affect employees' job performance, greatly expanding the scope of human resource management. Paying attention to the quality of family life and work life, and paying attention to the balance between family and career, is considered to be a modern management concept that is more in line with human nature and is more conducive to improving employees' dedication, and has also been fully reflected in employee incentive plans and career design. Therefore, when the management of enterprise workplace is improving day by day, the family life of employees has become an important management point for enterprises to satisfy employees and improve their work performance. Many enterprises, including those in Japan and South Korea, have realized the disadvantages of "workaholics", and no longer advocate overtime and overdraft labor as a kind of work spirit, but generally shorten the weekly working hours and introduce the paid holiday system. VIII. Changes in the field of human resource management The globalization of the economy has made the global market more and more closely linked. On the one hand, transnational corporations and even global enterprises have become the dominant forces in the world economy; on the other hand, strategic alliances and virtual organizations have become new and important organizational forms. Accordingly, the boundary of human resource management has changed from clear to vague, and from closed to open. International human resource management and human resource management of flexible organizations have become a new field of human resource management. Breaking through the traditional enterprise boundaries and geographical boundaries, cultivating global concepts and teamwork spirit, and implementing effective cross-cultural training and management will become the challenges that enterprise human resources management must face in the ZI century. Ix. The change of human resource managers' ability, the appearance of human resource value and the promotion of their status have made human resource management a decisive content in enterprise management, and also put forward higher ability requirements for human resource managers themselves. Human resource management groups in modern enterprises should assume four roles at the same time, namely, participants in strategic planning, managers in implementation, and experts in personnel and administration. Instructor and supporter of employee development, advocate and spokesperson of organizational development and change.