Some CEOs mistakenly believe that HR is related to the cultivation of corporate culture. Some CEOs think that HR is just for dealing with legal and administrative trivial matters. Other CEOs believe that "HR is only responsible for recruitment" or "just needs to focus on performance and compensation." These misconceptions lead to a lack of systematicness in the company's HR management: recruitment, however, Inner Mongolia Recruitment Network, this highly transformative process is always difficult and lengthy. HR still faces large amounts of daily tasks such as hiring, salary calculation, labor contracts, and employee disputes. The琐碎nature of these tasks makes it hard to demonstrate the systematicness of HR or its value.
HR is a core department, indispensable, but the current situation is that many HR departments are marginalized or become ineffective. This is when the differences and misalignment between CEOs and HR become evident. HR entered China in the early 1990s, accompanying the twenty-year growth evolution of the Chinese economy. Its importance has been increasing, and its effects are gradually showing. Its application scope is deepening continuously, and it has achieved good results in some companies.
Additionally, most Chinese companies lack strategic planning. Therefore, the talent strategy aspect is also lacking. Many executives themselves haven't figured out the priorities of their company's development. They lack a clear strategic direction and have no idea how to comprehensively plan future talent strategies, or scientifically select, use, and retain talent. When there's high employee turnover or talent goals aren't met, they often push all the responsibility onto HR.
1: CEOs don't prioritize HR.
2: CEOs don't understand HR.
Whether HR evolved from traditional political work affairs, administrative roles, or other miscellaneous personnel, or if they are truly modern human resource management professionals, they will take on important roles such as "employee relationship managers, change facilitators, and strategic partners" within the company. www.zp-nmg.com Therefore, HR will occupy a core position in the company's strategic execution and operational management.
The HR department is deeply aware of the company's own issues. They know their own importance well. In terms of knowledge and professionalism, they can clearly see many problems and bottlenecks that hinder the company's development and hope to gain the authority to directly adjust and improve. However, in developing small and medium-sized enterprises, especially private ones (like those in Erdos Talent Network), most focus on business, technology, and the market. Due to insufficient attention to human resource management, professional HR personnel may lament: "I originally wanted to showcase my skills here, but I ended up just being a jack-of-all-trades." Or, the department setting is merely nominal, with limited room for action, making it impossible to fully leverage the functions of professional HR.
Similarly, some companies do have HR departments, but they lack professional talent within these departments. There are no elite personnel, and many are transferred from administrative or other roles, so their professionalism is weak, and their functions cannot be effectively carried out. This phenomenon is particularly common in small and medium-sized private enterprises.
Very few entrepreneurs come from an HR background or are proficient in HR. Many entrepreneurs rose not through management, but through experience and technology, through hard work and market opportunities. Past successful experiences make senior executives rarely realize the relative importance of human resources, so they also don't recognize that the company's human resources can add value through management.