Supervisors at all levels are the first persons in charge of human resources management

The company is facing rare development opportunities and human resource management challenges brought about by rapid team expansion, international operation, and cross-cultural management. The responsibility of a leader is to "arrange, dispatch, and accompany customers to dinner ". "Deployment" refers to the Construction of organizational units and organizational activities; "dianbing" refers to the implementation of the cadre selection, use, and assessment routes and the harmonious solution of cadres' metabolism; "Dinner with customers" means to understand customer needs. The requirements of "deployment and deployment" are the first persons in charge of human resource management at all levels. However, from the actual situation, supervisors at all levels are too dependent on the Cadre department and other crutches for management in team building and cadre training. In terms of ideology, they intentionally or unintentionally separate human resources work from business work. In order to ensure that supervisors at all levels become the subjects responsible for human resources, I think we should focus on the following aspects: 1. Supervisors at all levels should be brave enough to criticize themselves and constantly reflect on their own understanding and attitude towards human resource management. Supervisors at all levels are not independent contributors, but lead the team to create outstanding performance leaders. They have the responsibility to guide, support, motivate and reasonably evaluate the work of their subordinates and help them grow, take full responsibility for the selection, cultivation, use, and retention of human resources by the team of the Department. Business work and team management are done by people, ignoring the responsibility of Human Resource Management, placing personal sense of accomplishment on the trust of the organization, indulging in their own vigorous and vigorous efforts for subordinate growth, is unqualified. 2. In terms of cultural orientation and responsibility assessment, it is necessary to lead and promote supervisors at all levels to pay attention to human resource management. The results of Organization Building, team building, and reserve cadres should be taken as an important performance evaluation indicator for supervisors at all levels. We must constantly reiterate that managers who cannot effectively assume human resources management responsibilities should adjust their positions. managers who have not yet trained successors should not be promoted. Only by Building Excellent Teams, cultivating reserve cadres, cultivating successful operation standards and positive and enterprising work style can we ensure continuous business success. This is the source of long-term benefits for the company's future sustainable development. 3. The cadre reserve team is the current focus of the company's construction. Supervisors at all levels should work with each other and implement the selection and training of reserve cadres and key employees with a high sense of responsibility and mission. We should carefully select and train cadres with good performance, successful experiences, teams, good ideology and morality, and loyal to the company. Cadres at all levels, especially middle-and senior-level cadres, should take the initiative to undertake the teaching and curriculum development work of Huawei University, and do a good job as mentors for reserve cadres to cultivate and develop them in practice. Select cadres from teams that achieve excellent performance. 4. Supervisors at all levels should dare to manage, strengthen comprehensive performance appraisal, and build a high-performance team. It is necessary to strengthen the formulation of subordinate goals and provide process guidance, and adhere to the hierarchical and hierarchical performance appraisal and differentiation system. In history, Iron Army leaders are all soldiers, but Iron Army leaders are embodied in strict training and daily requirements. They care about the growth of their subordinates, rather than being negligent in governance and accommodating. It is necessary to pass the top-down performance appraisal pressure, apply and gradually disclose the bottom-up performance appraisal results, and constantly explore the organizational performance output. 5. Supervisors at all levels should put their emotions into the team and be good at operating diverse incentives. Non-material incentives include praise, positive work evaluation, honest criticism and guidance, careful attention and good communication to subordinates, and help employees clarify their responsibilities and expectations, it can often be achieved through material means. Supervisors at all levels must experience it with care, master it, and apply it flexibly. QIQIU's basic industry is rooted in people. Supervisors at all levels cultivate a team of employees who are conscientious, responsible, effective, constantly striving, and constantly contributing to the company, which is to create the greatest wealth for the company.