Break through the bottleneck of HR management in high-tech enterprises with "high commitment"

Before the Dragon Boat Festival, the Human Resources Department of Dongjin Communication Technology Co., Ltd. would like to hold an event to invite all employees to participate to activate the atmosphere of the team. The Human Resources Department made a budget of more than 4,000 yuan. When Xiao Xie from the Human Resources Department took the budget to the boss He Jiannan for approval, he was taken aback. Mr. He felt that the money was too little, so he increased the budget to 8,000 yuan.

On the Dragon Boat Festival on May 31, Xiao Xie participated in the seminar on "Human Resource Management Innovation in High-tech Enterprises" held by BenQ Management and Development Center. Xiao Xie asked He Jiannan, who was a guest in a puzzled way, what he thought at that time. He Jiannan said: "For a high-tech enterprise like ours, talents are the capital of the enterprise. I support the activities organized by the Human Resources Department. I don't care about the amount of money, but we must put our minds to it so that employees can truly feel the care of the enterprise."

Dongjin Communication Co., Ltd. is currently in the process of reforming human resource management, and has hired Ms. Lin Juan, a human resource management expert from BenQ's Management and Development Center, as a consultant. After accepting the new concept of human resources management, He Jiannan felt that the management of human resources must be standardized and innovative.

The two major challenges facing human resource management in high-tech enterprises are to retain talents and realize the potential of employees. Now, companies have a high turnover rate of talent, and employees often switch jobs for higher salaries. In addition, for high-tech enterprises, technological innovation is the foundation of enterprise survival, and how to stimulate the creativity of employees is also a major challenge for the human resources department.

At the seminar, Ms. Lin Juan talked about some problems existing in human resource management in high-tech enterprises. For example, management based on technology-oriented management thinking; lack of organizational culture dominated by corporate culture, that is, employees do not have a strong sense of belonging to the company; lack of incentive mechanism based on team performance, such as performance appraisal is not in place or not based on performance Salary calculation; lack of profit-sharing compensation system planning, such as no employee dividends, equity incentive mechanism; lack of long-term employee career development planning; lack of self-management awareness of employees; need to strengthen the establishment of employee relationships, etc.

Juan Lin proposed a concept - high commitment human resource management. She believes that this is a panacea to solve the human resource management problems of high-tech enterprises.

The goal of high-commitment human resource management is to establish a human resource management system that makes employees willing to have a high degree of identification with the organization or company. To this end, companies must provide an environment where employees can work with peace of mind, including job security, a good working environment, and more development opportunities. After employees feel the care of the company, they will be willing to repay the company with more hard work, forming a benign and efficient employment relationship between employees and the company.

High-commitment human resource management requires enterprises to be more people-oriented and to manage with the characteristics of knowledge workers. Enterprises should provide employees with job guarantees to make them feel safe; treat employees equally and dilute the concept of hierarchy; attach importance to employees' self-management and team productivity; give employees opportunities to contact other jobs; give additional salary incentives, such as efficiency wages; Opportunities for training; open corporate information; open communication channels; establish a deep corporate culture; shape the environment and cultivate employees' creativity; give employees equity incentives to make employees feel a sense of belonging.

Lin Juan divides the development of high-tech enterprises into three types: entrepreneurial, growth and mature. Dongjin Communications is in a growth period, in fact, most of the high-tech enterprises are also in this stage.

From an entrepreneurial type to a growth enterprise, management also has to accept great challenges. He Jiannan has a deep understanding of this: "In the start-up period, it was mainly the rule of man, with a high degree of freedom. But in the growth stage, this management method will not work, and the original flexibility has become the current lack of principles, which hinders the enterprise. development."

In the process of changing the management method, He Jiannan summed up his experience and believed that: First, the high-level thinking must be unified, and the human resources management reform can be carried out. Second, communication is very important. Communicate between senior management, between senior management and employees, through formal meetings, small group meetings, or privately. Senior management should think about problems from the perspective of employees, understand their thoughts and feelings, and avoid the original intention of senior management being misinterpreted by employees, resulting in results that do not match the original intention.

CINDY BIN is the editor of the CEConline website.