2022-08-11 17:41:28
Under the economic conditions at the time, many companies started "arranging"; , consider abandoning areas you are not good at and streamlining personnel in non-core business areas. However, facing many uncertainties about the future economy, to what extent should arrangements be streamlined? And after streamlining arrangements, facing the next round of business demands and the next round of economic recovery, how can companies respond quickly to make a quick comeback? Where should HR managers go from here? Should we continue the old path and hire enough staff? Or is it about changing the original mindset and habits, making changes at the arrangement level? Today's problems stem from yesterday's solutions. A company in Shenzhen specializing in the research and production of optoelectronic products even employs in-house chefs to provide meals for its employees. It can be said that since this round of economic development, many such enterprises have appeared, and this handling model has been frequently reported.
However, Wu Wei believes this is due to a strategic lack in human resources management, as discussed in previous articles. Or rather, human resources management requires the key points and capital orientation during this economic crisis. This not only helps the company smoothly avoid this crisis but also enables a "carp lifting" recovery when the environment improves.
HR arranging specialized resources not only allows companies to "travel lighter" in the market but often achieves twice the result with half the effort. Together, business function outsourcing services, as a form of integrated human resources services, not only save unnecessary expenses but also improve operational efficiency, allowing companies to focus more on core tasks.
There are many examples in this regard. After completing complementary advantages and strong alliances, the client chose to outsource commercial functions with us to build a hardware procurement team. Through collaboration, the company establishes a management mechanism that is related to team operational goals and synchronized with team operations, including improving the team's management structure, creating operation manuals, arranging operations based on actual team conditions, regularly monitoring team performance, and backing up personnel plans, thereby enhancing the company's core competitiveness and ability to adapt to the environment. This has led to the order completion rate for enterprises in China from a lack of 90% to 97.81%, surpassing the historical level for the same period and achieving a breakthrough in maximization.
Human resource outsourcingThe service philosophy is relatively mature abroad. Most of these domestic practices are also continuations of successful foreign applications. A joint venture established by an internationally renowned multinational company in China borrowed foreign practices and outsourced talent assessment to professional human resources firms. In China, human resource outsourcing services are also continuously deepening to support the formulation of enterprise human resource strategies. For example, the above-mentioned mid-to-high-end service products include business function outsourcing and talent assessment. In addition, HR outsourcing services can integrate one or more HR service projects according to the specific needs of the enterprise, such as talent recommendation, recruitment, training, evaluation, consulting, and other services, and apply them to specific business projects. For example, many companies now hope to focus on developing emerging cities, and the demand for first-place destinations is the talent problem. Companies can outsource human resources and equipment from new-style cities, leverage the network advantages arranged by HR, understand the talent structure of emerging cities, and understand the preferences of required technical talent from first-tier cities to emerging cities. Through this consultation, feasible human resources operation plans were formulated to support enterprises in better conducting business in emerging markets. Marketing campaigns are the same. For example, auto shows don't happen every year, and car companies don't need to hire on-site guides and reception staff for long periods. ProcessHuman resource outsourcingService, get these people, get these services.
This way of thinking can be applied to all aspects of the enterprise, enabling it to "travel light" in market competition and respond with ease. However, for HR managers to truly change their mindset, it still requires a process. This arrangement-level business model change and establishment requires HR managers to stand higher, see further, deepen their understanding of company affairs, and actively participate in formulating company strategies.
