how to manage human resources for managers in non-human resources departments

With the rapid expansion of the company, many leading cadres are promoted directly, and the management quality fails to match their positions, which leads to endless human problems. This is the practice of many production-oriented enterprises and one of the major problems they face, which leads to the human resources departments struggling to put out the fire and clean up the mess. However, some business owners often don't realize that this is a very important thing, and in the eyes of a large number of bosses. Therefore, it is really difficult to train other non-human department management cadres in human resource management under this circumstance. However, from another angle, we can try the idea of being good at relying on external forces, focusing on practical work and ignoring theory:

1. Make a detailed analysis of the human resources situation before and after the company's scale expansion and report it to the boss, which will have adverse effects on the company's business development and give the corresponding suggestions to the boss. Can be sorted by department, for example, before and after the expansion of leading cadres in various departments, the proportion of basic post personnel, the information of leading cadres (including education, working years, the length of promotion from basic posts to leading cadres, the basic assessment of ability and quality, etc., as leading cadres need special attention), you can report to the boss in the form of data and charts. If leading cadres are promoted before their own abilities are reached, it will lead to improper knowledge and employment, failure to convince subordinates of their leadership, and it is difficult to build a team. If handled improperly, it will lead to high turnover rate, insufficient personnel during the peak production period, low production efficiency, impact on the company's performance, and it is easy to disagree. It is difficult for Qi Xin to fight together, especially when there are many business orders or busy hours at the end of the year, which will be very unfavorable to the company's performance and need to be listed to the boss. And give the boss a look at the suggestions to be improved, such as guiding experienced senior employees to share and exchange activities in terms of personnel management of different leading cadres, complementing each other's strengths and weaknesses, colliding ideas and so on. Let everyone speak on the same platform as far as possible. Of course, the support of the boss plays a very important role. To make good use of the boss's strength, the boss can play the role of team leader or deputy team leader, and the human resources department will promote the implementation.

2. Analyze the characteristics of personnel in different departments, explore the ability advantages of leading cadres through activities, and complement each other. For production-oriented enterprises, the business personnel are relatively active, some export-oriented production-oriented enterprises have high academic qualifications (many of them have English proficiency requirements), and the personnel in the R&D department generally have high academic qualifications, but their communication skills are relatively weak, which is determined by their work characteristics. The production employees are generally low in academic qualifications and relatively average in quality, so they can organize a study group activity. For example, divide all departments into five study groups (if there are more than five departments, one or two of them can be merged), and each group will choose its own team leader, deputy team leader and team members, generally mainly leading cadres and core personnel (4-5 people in each group are preferred). The study period can be set at 3 months, and activities can be organized once a month (it is generally better to arrange on Saturday, and try to hold a PK match in the study group). The purpose of learning activities through the formation of learning groups is mainly to observe the leading cadres' ability to bring people, communicate and organize, and on the other hand, to let everyone give full play to their advantages, find out their shortcomings, and absorb the good aspects of other groups or others to complement each other in the atmosphere of learning activities;

3. Learning group activities pays more attention to practice than theory, so that everyone can understand human resource management through experience. Many leading cadres in production enterprises have rich practical experience. They may be poor in academic qualifications, poor in management concepts, or poor in some aspects of management ability. If you start from theoretical training or work, it is often thankless.

1) The study group set up a PK competition, which allows them to think about the group name, slogan, team display, the group's outstanding points or talent display, etc., which can enhance everyone's team consciousness and test the organizational ability and leading ability of leading cadres, and make it easier for everyone to show their advantages in the activities, which can pave the way for discovering leading cadres with management skills;

2) a small case can be drawn from the experience of managing people and employing people, such as how to arrange work for subordinates and let them report their work actively and timely. You can let each study group simulate and discuss the scene, and finally get a more feasible scheme according to the characteristics of different departments, which can be used as a reference for future practical work;

3) Work experience sharing meeting of successful cases. Each study group can elect a representative to share the experience of a successful case in their own group's work, which will stimulate everyone's enthusiasm for learning and sharing, and enable those new employees or employees with a short service life to gain valuable experience, which will invisibly narrow the distance between leading cadres and subordinate employees and gain valuable experience, and make them know each other, enhance their understanding of the work or process of each department, and make it easier to stand on the same platform for dialogue.

the above are just some reference methods, and of course, they can be flexibly modified and developed according to the different situations of each enterprise. In addition, after the event, you can collect some photos, wonderful moments and so on, and display them on the company's cultural publicity column, so that everyone can find the feeling of being the protagonist. I believe that many employees prefer to improve their own abilities and management abilities through some practical experience sharing or interesting activities, rather than theoretical cramming training. Through such activities, it is often better to bring bosses, leading cadres and core employees in and experience the skills of human resource management from the activities. In addition, through the activities, we can screen out some management cadres' benchmarks, regard their ability requirements as the standard model for future promotion, and gradually improve the promotion mechanism and human resource management system. After seeing everyone's changes, I believe that it is not a problem to let the boss continue to support human resource management.

Human resource management is more about dealing with people. Make good use of it, be flexible, useful, practical and knowledgeable. Let's continue to advance on the road of cultivation! ;