HR Management: From "Controller" To "Coordination"

At the end of 2010, China's annual economic events can not help but feel a bit of worry.

The great enterprises in the world share a common character: managers have an inner fear of human nature.

From Watson to Jack Welch, from echo to Bill Gates, from Konosuke Matsushita to Inamori Kazuo.

These business elites, of course, have an extraordinary vision and excellent leadership, but more importantly, they see someone who can trust their employees, respect them and excite others' potential.

Fukuzawa Yoshi, a Japanese thinker, once pointed out the logic of the great powers of western countries in his book of persuaded learning: "independence is the only way for everyone to be independent."

In enterprise management, this principle applies equally. Managers only respect people truly, conform to human nature, and formulate human resources strategy on this basis, so that human creativity can be maximized, and enterprises can truly stand in the business world.

In 1954, Drucker put forward the concept of human resources for the first time in his famous book "management practice".

The reason why the management giant put forward this concept is to express the meaning of the traditional concept of "personnel".

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Compared with traditional personnel management, human resource management itself is a commendatory word symbolizing progress, civilization, science and rationality.

But do we really understand the essential difference between "personnel management" and "human resource management"?

On the face of it, the biggest change brought by human resource management is that enterprises and managers begin to see people as a resource.

In short: traditional personnel management is based on "things" and human resources management is based on "people".

This view seems reasonable, but in my view, this understanding is far from touching the essence of management.

If human resource management is built on the basis of "people first", then "people" itself is the purpose, and this goal can not be moved.

In fact, no matter how the society develops and changes, there is no fundamental change in human psychological mechanism without the fundamental changes in human physiological mechanism.

In other words, human nature has not changed radically for hundreds of years.

Therefore, human resources management is by no means a change of human nature management, but should conform to the management of human nature.

If we recognize that human resource management is based on "people", then we can only adapt to the purpose of "human" by means of controlling "things".

It is in this sense that this article solemnly points out that the essential difference between "personnel management" and "human resource management" is not what people generally believe: personnel management attaches importance to "matters" and human resources management attaches importance to "people". The essential difference between the two is precisely "dislocation". The essence of "personnel management" lies in "controlling people", that is to say, personnel management is to adapt to things through controlling people, and the essence of "human resource management" is to adapt people through control matters, and ultimately promote the all-round development of people through the care and promotion of people.

Human resource management is built on the basis of insight into human nature, and human nature is neither good nor evil. Human nature is only the most essential psychological, physiological and even genetic attribute of human beings.

Human nature in different aspects will lead to different results, which is often referred to as "good humanity" or "evil human nature".

The essence of human resource management is to develop human beings.

From "fly effect" to "cooperation mode"

Management is a kind of regulation and control action to realize one's own desire by cooperation of others.

Different human resource management models originate from different human assumptions.

Under the assumption of "evil nature of human nature", life is "not cooperative".

How to deal with employees' uncooperative behavior caused by "evil human nature" has always been one of the core issues in enterprise management, especially in human resource management.

In fact, from the point of view of human nature, cooperation can not be an act of compulsion. Only when it can bring benefits to oneself is people willing to cooperate.

For example, when Zhang Ruimin first arrived at Haier (the predecessor of Qingdao refrigerator factory), the first administrative command was released: "no bowel movement is allowed."

Today, this regulation has two meanings:

First, the Qingdao refrigerator factory was on the verge of bankruptcy and the management system was in name only.

Even if there are toilets, employees do not cooperate, and everywhere defecation is a common phenomenon.

Second, Zhang Ruimin does not know human resources management when he is in fashion.

Although Zhang Ruimin has imposed any punishments behind the rigid "personnel management" order, we have no way to verify it.

However, one thing is certain: punishment can only make people behave in accordance with the minimum standard.

A phenomenon in life illustrates the same reason: when men urinate, they always like to "go around". This is a revelation of human nature, because "fire" is more pleasant.

However, this brings great inconvenience to sanitary management of toilets.

With the progress of the times, toilet management has begun to turn from "personnel management" to "human resource management". As a result, there are many humanized hints on the walls of many toilets, such as "close to civilization, convenient access" or "please take a step forward, so as not to stain your beloved pants and leather shoes".

However, these hints still have little effect.

What are the reasons?

From the point of view of human nature, the effectiveness of propaganda is very low, especially in covert physiological habits, the success rate is almost zero.

How can a slogan reverse human nature? This is what I mentioned above. Only when we can bring benefits to ourselves can people be willing to cooperate. People will not give up the excitement of "sprit" because of a warm reminder.

In fact, the most effective solution is to draw a fly in the urinal center.

Men must aim at flies "shooting", because the pleasure of "shooting down" flies is better than aimless "fire".

This is human nature. Only by recognizing this level can we truly penetrate human nature management.

We might as well call this principle the "fly effect".

The essence of the "fly effect" is that under the assumption of "evil human nature", employees' "non cooperation" is a basic state.

It is not enough to treat uncooperative employees only by strict law and punishment. Employees punished by enterprises will try their best to retaliate against Enterprises -- what you give employees and what employees will give you.

Therefore, in the face of "non cooperative" employees, do not take any attempt to encourage and punish evil to reverse human nature, but rather "control things" and let them "adapt to people".

As mentioned above, the biggest difference between personnel management and human resource management is that the former is doing things by controlling people, and the latter is adapting people through adjusting things.

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From "kick bucket effect" to "attitude mode"

Let's look at a simple mathematical problem: A+1-1=?

Maybe everyone will come to the answer without thinking: A.

This may be correct in mathematics, but in the field of "human nature", this is wrong.

If you don't believe it, take a look at the following story.

There is an old man living in a square, there are some iron bucket in the square.

When a group of pupils go to the square every day after school and after school, they must play and kick with those iron barrels.

The old man had heart disease, and those noises made him unbearable.

But the old man did not stop it directly.

One day, he stopped the group of students and said to them, I like to listen to the sound of kicking barrels. If you come to play every day, I will give you 1 yuan per person per day.

The pupils were happy to kick the bucket and work harder.

A week later, the old man stopped the group of students and said that I was in a bad financial situation and could not pay you any more. But I still hope that you will play for me for free every day.

The students repulsed angrily - no money, and who worked for you free of charge.

Even after passing through the school, consciously preparing to kick the bucket, suddenly thought of kicking barrels have no reward, or angrily gave up the idea of kicking barrels.

Some children even removed these trash cans, so that the old man could enjoy the fun of others playing kicked without paying him.

The old man recovered his peace.

We might as well call the phenomenon "kicking bucket effect" in the story.

At this point, we should be clear that the answer to "A+1-1" in the field of human science should be zero.

"A" is the act of kicking the children every day. "1" is the money that the old man pays every day. Later, the old man subtracted the 1 yuan, which is "A+1-1". What is the result? It is not equal to the original "A", but rather equal to zero. The original "A" is no longer there.

The same thing, lost and mathematically speaking, should have no effect on the original state.

But in human studies, the effect is quite different.

Human nature is shown vividly between "gain" and "loss".

From the point of view of attitude, there are only two core concepts of human resource management: one is the cooperation we have talked about before, and the other two is loyalty.

Because the so-called management is to help others achieve their desired results.

The change of employee attitude can not be based on rough reverses or simple rewards and punishments, but on the basis of human nature, it is a two-way coordination between "gain" and "loss" - "set up" and "stagger" the psychological reference benchmark of the other party.

It is worth pointing out that human resource management is never based on the assumption of "evil human nature".

In many cases, the discovery of "good humanity" can bring good results.

For example, the cigarette box is printed with the word "smoking harmful to health", but it has little effect on smoking cessation, because smokers generally do not care much about their health.

If it is changed to "smoking harmful to others' health" or "smoking harmful to the environment", the effect may be greatly reduced.

Because the harm of others' interests will arouse smokers' sense of responsibility, but it will help consumers reduce or even quit smoking.

From "sugar effect" to "pay mode"

Salary management is an important part of human resource management.

From the perspective of human nature: getting reward is a starting point for human behavior motivation.

Let's take a look at the following story.

Customers are going to the store to buy 1 pounds of fruit sugar.

The salesman grabbed a handful of sugar on the scale and said that the same 1 pounds of sugar had different effects on customer psychology.

If the salesman first put the sugar on the scale is not enough, he will continue to add it. Every time he adds a little bit, the joy of the customer will be added to it, and he thinks he has gained extra benefits.

On the contrary, if the salesman weighs more than 1 jin of sugar on the scale, then every time he takes a little down, the customer's heart will tighten up and he thinks he is losing money.

Why is the same result - 1 kilograms of sugar, the psychological existence of customers such a huge difference?

From the point of view of human nature, customers think that the sugar in the box behind the salesperson is a store and has nothing to do with himself.

But once a salesperson puts sugar on a scale, the sugar is already in the customer's subconscious mind.

Therefore, when the salesperson adds sugar to the scale, the customer will have a pleasant surprise.

On the contrary, when a salesperson retrieves sugar from each scale, the customer loses his or her possessions.

We might as well sum up this phenomenon as "scale sugar effect".

This effect shows that people always live in their own feelings, human cognition is the only real human.

The difference between mankind and other animals is not only that man can make tools, but also that man can make imagination.

Essentially, human beings are born with a psychological tendency to avoid (concealing) reality.

The avoidance of authenticity has become a "collective unconscious" that has been branded by human beings from childhood.

From a cultural anthropological point of view, this may be due to the avoidance of the ultimate reality of death by the primitive ancestors.

Thus, the real natural avoidance mentality was imagined.

Salary management is an important aspect of human resource management.

Employees' perception of salary is not a specific amount of wages, but a two-way dynamic comparison between their own pay and earnings and the other's payoffs and benefits.

Therefore, the most effective compensation management is not to get more work and more pay, but a balance between the expectations and the acquisition of employees.

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From "ant effect" to "competency model"

Let's look at a famous intellectual problem first.

An ant climbed a tree.

The first morning, starting from the roots and reaching the treetops in the evening, took a whole day.

Of course, it does not proceed at constant speed, but slowly and quickly.

On the second day, the ant came down from the tree.

It takes a whole day to get out of the tree tops in the morning and reach the roots in the evening.

Similarly, it is not moving at uniform speed, but slower and faster.

Q: is there such a situation that the ant reaches the same place at the same time at two days.

This is a very famous intellectual puzzle.

According to the conventional thinking, it is difficult to get the answer, but as long as we change the problem situation slightly, the problem will be solved.

Or this tree, assuming that there are two ants, an ant climbing up and down, and the other ant climbing up and down, then the two ants will meet at a certain point. This proves that there must be such a situation: the ant reaches the same place at the same time in two days.

The key to solve this problem is to change the problem of "climbing an ant in two days" into "two ants climbing trees in a day".

In fact, the two problem situations are essentially the same.

But the latter can solve problems easily.

This is called Gestalt psychology, which is known for its creative thinking.

The essence of Gestalt psychology is to pform the problem situation.

I might as well summarize this principle as "ant effect".

In human resource management, employees are not not creative and dedicated, but our managers are often not good at switching situations to suit their employees.

Human resources management and development, in other words, is an incentive for employees' work attitude and work level.

In this process, "competency" is the greatest incentive for employees, or the purpose of human resource management is to make employees feel competent -- only when they are able to do their jobs can employees feel a sense of accomplishment.

How to make employees feel competent is always a difficult problem in human resource management.

In accordance with the spirit of people-oriented, competence does not require all employees to achieve certain goals. Instead, they pform or pform the overall goal into different parts that employees can understand. This involves the pformation of organizational structure in Enterprises -- setting up a chief care officer.

"Chief care officer"

In the enterprise, there are various kinds of chief officials, such as chief executive, chief financial officer, chief operating officer, chief risk officer, etc.

From the perspective of humanistic concern, a chief care officer should also be set up in enterprises.

At present, the domestic human resources management circles do not know enough about the essence of human resources, and most of them come from abroad.

For example, we often use vocabulary such as recruitment, screening, training and development, performance appraisal, salary management, etc. we have learned more about these tools. These are only the real core of Western management of fur, which is far from being touched by "grasping and adapting to human nature".

To some extent, the chief care officer reflects the respect and adaptation of human nature. It has two functions: the decomposition of enterprise strategy and the vertical care of employees.

The chief care officer can be owned by the CEO or vice president, or even the chief care officer. The position itself can be hidden, but it must be held by senior executives or senior leaders of the company.

Therefore, the chief care officer is neither the chairman of the trade union nor the director of human resources, but the "Secretary of state" or even "overlord" of the "Shang Fang sword", because only in this way can a vertical potential energy be formed, surpassing other executives in the enterprise, and directly combining the decomposition of the vision of the enterprise with the vertical concern of the staff.

If the functions of chief executive officer, chief financial officer and Chief Executive Officer are to build the grand vision and strategic goal of a company from different angles, the chief care officer is to decompose and pform these visions and goals from the perspective of employees, so that they can really become one of the working nodes that can be carried out and competent for the employees.

The chief care officer should not only be familiar with the strategic objectives and vision of the enterprise, but also be familiar with the employees' attitudes and abilities, and penetrate into the deep essence of human nature. He is not an architect, but an interior decorator. He should dress up the rough houses built by the enterprise strategy and make them more humanized, so as to satisfy the employees' work and life requirements.

In short, the only way to penetrate the essence of management is to put people first.

Since people-oriented is the goal, the traditional "personnel control and adaptation" personnel management mode should be changed to "control and adapt to human" human resources strategy.

This is the future direction for enterprises to establish human resource management.