Elevate Human Resource Management to a Strategic Level

　　If the various departments of an enterprise are like runners on a sports field, then previously the human resource managers of the enterprise were just spectators outside the field, until 1995 when human resource managers began to enter the field. They enter not to replace the runners, but by analyzing their own runners and the opponents' runners, to give appropriate advice to the enterprise decision-makers in a timely manner, and from an overall perspective, place the runners on the track most suitable for them to ensure final victory. This is the work that enterprise human resource managers need to do under the modern market economy.

　　Therefore, the human resource management departments of China's construction machinery enterprises should step out from the traditional focus on human administrative management and routine affairs, and place the development of human resource capabilities and the recruitment of talents at a strategic height, as the top priority of their work. At present, among China's large and medium-sized construction machinery enterprises, a large portion are still state-owned enterprises, and few have truly elevated human resource management to a strategic level. Talent loss has become one of the most headache-inducing issues for enterprises.

　　In response to these situations, how should large-scale construction machinery enterprises plan their human resources?

　　First, it is necessary to combine the internal business direction and strategic business objectives of the enterprise, as well as the external social and legal environment, to determine how many talents the enterprise needs and what kind of talents are needed, whether to cultivate them internally or introduce them externally... These all require careful investigation and consideration to formulate a complete human resource development plan.

　　In today's society, competition among enterprises is intensifying, and the transfer of human resources is also accelerating. Therefore, enterprises must not only formulate short-term human resource development plans but also medium- and long-term development plans.

　　In the process of formulating strategic plans, enterprises must pay attention to the following aspects: first, changes in the national and local human resource policy environment; second, changes in the internal business environment of the enterprise; third, the principle of stability, meaning that the enterprise's human resources should be based on the premise and foundation of the enterprise's stable development; fourth, the principle of growth, meaning that human resource planning must adapt to the needs of enterprise operation and management and maintain a certain degree of flexibility; fifth, the principle of sustainability, meaning that human resources should aim to maintain the sustainable development of the enterprise; sixth, formulate tactical human resource plans for the enterprise, including recruitment plans, talent training plans, assessment plans, etc., to achieve scientific and rational use of human resources; seventh, establish a three-dimensional management model with scientific division of labor and collaboration among the decision-making level, front-line managers, and human resource management departments, scientifically assigning responsibilities for various human resource development and management tasks, which will help in the formulation and implementation of human resource strategic planning. Human resource development should first develop managers.

　　In foreign enterprises, human resource development first emphasizes developing managers, and secondly developing employees. However, many domestic enterprises only emphasize developing employees while ignoring the change of concepts and improvement of quality of managers at all levels. In fact, the quality of management, especially middle and senior management, directly affects the survival and development of the enterprise. If managers do not update their concepts and still use the old ways to manage and demand employees, it will inevitably lead to difficulties in the enterprise's human resource development and management work. Therefore, cultivating and selecting excellent professional managers is an effective measure and necessary path to improve the overall level of human resource development and management in the enterprise. Among them, implementing a competitive appointment system for management positions is a good choice.

　　When hiring talents, whether for managers or ordinary employees, the following three principles should be followed.

　　First, the principle of "openness, fairness, and justice", adhering to having both integrity and ability, and promoting talents based on merit. Establish a recruitment and selection system based on talent identification and selection, determine the number of talents that must be recruited externally each year, determine recruitment methods, and extensively seek recruitment sources.

　　Second, establish a configuration and use system based on talent utilization. According to the enterprise development plan, clarify the corresponding human resource development strategy. For young people with potential, boldly assign responsibilities and positions, allowing them to experience challenges, broaden their horizons, and gain knowledge in important positions.

　　Third, establish a talent reserve system. Use the principle of optimal cost to establish a complete set of employee turnover systems and turnover ratios, treat the discovery and reserve of talent backup forces as a continuous work, and determine the optimal turnover rate based on the analysis of the correlation between turnover rate and cost. Regularly input a certain proportion of new employees for reserve training to cope with the unexpected heavy losses caused by sudden employee turnover. Effective incentive mechanisms are key to retaining people.

　　The most effective incentives can closely link employees' personal development with the company's development strategy, greatly mobilizing employees' enthusiasm and creativity. Enterprises should adopt a combination of spiritual and material incentives, and a combination of management incentives and self-incentives, using different incentive methods for different employees and positions. Specifically, there are the following types:

　　(1) Distribution incentives: A reasonable distribution mechanism is one of the simplest and most effective incentive methods. The company strictly follows the basic principles of "distribution according to work, more pay for more work, reward the excellent and punish the poor, performance-linked, and widen the gap", which will effectively mobilize employees' enthusiasm.

　　(2) Promotion incentives: For employees with leadership awareness and pioneering ability, especially young employees, use position incentives, create positions and opportunities to unleash their enthusiasm and realize employees' personal designs.

　　(3) Technical incentives: For business-oriented and technical ordinary employees, use technical incentives to encourage them to take the expert path. For key employees, corresponding incentive policies should be formulated in terms of professional title evaluation, bonus distribution, awards and honors, training, and going abroad.

　　(4) Training incentives: For employees with outstanding contributions, the company can send them abroad for training, or participate in various business, technical, and business management trainings.

　　In addition, there are also incentives such as job rotation training incentives, long-term employee incentives, security incentives, participation incentives, and honor incentives. In fact, there are various incentive methods, mainly adopting methods suitable for the enterprise's background and characteristics, and formulating corresponding systems.

　　The Role of Managers in "Retaining People"

　　If effective incentive mechanisms are the key to retaining talents in an enterprise, then managers also play a crucial role in employing and retaining people. First, managers should guide employees to scientifically design their career development paths and directions. In this regard, the private enterprise Sany Heavy Industry has done relatively well. They have not only established promotion channels for managers but also designed corresponding promotion channels for technical personnel. As a senior leader of Sany Heavy Industry said, if a technical person reaches level two or three, their salary and bonuses should be no different from those of a department head; some technical personnel's compensation and benefits can be the same as those of a vice president. After all, management positions are limited. Sany Heavy Industry's approach will encourage more people to engage in scientific research and technology, because they can see their goals and development direction. Second, line managers are required to help employees plan their careers based on the needs of the enterprise. If an enterprise wants to retain talents, it must give them sufficient trust and personal career development space. If managers have a certain understanding of their subordinates, and then based on the enterprise's rank promotion system and qualification requirements, help employees plan their careers according to their ability characteristics, employees will deeply feel that the enterprise cares about their development. Third, strengthen line managers' awareness of employee career management through performance assessment. Performance assessment results are directly linked to compensation and benefits. By selecting indicators such as the actual effect of career management work, i.e., employees' career development situation, to conduct performance assessments on line managers, and using performance assessment indicators to guide subordinate employees to better complete their careers.

　　In short, if China's large-scale construction machinery enterprises want to attract and retain people, they must work hard on human resource management and use scientific and reasonable methods to absorb talents from all aspects for the enterprise.