Human resource risk management

下面为大家整理一篇优秀的essay代写范文- Human resource risk management，供大家参考学习，这篇论文讨论了人力资源风险管理。在人力资源管理过程中，人力资源风险始终存在，是企业发展过程中必须深入思考并加以解决的重要问题。要系统的对人力资源风险进行管理，就要建立一个从源头到末尾全面系统的管理模式。人力资源风险存在于人力资源管理的各个阶段、各项职能之中。因此，对风险的识别应依据人力资源管理流程中各项职能来开展。防范风险的主要措施是建立完善的企业人力资源评估和管理体系。

As the core resource of an enterprise, human resources are more easily affected by internal and external environmental factors than other resources. In the process of human resource management, human resource risk always exists, which is an important problem that must be deeply considered and solved in the process of enterprise development. How to nip in the bud, how to deal with such a situation, human resource management has become an inseparable topic. Based on the long experience in human resource management, the author tries to discuss some problems and solutions of current human resource management from the perspective of risk management.

To systematically manage human resource risks, it is necessary to establish a comprehensive and systematic management mode from the source to the end. The author's idea is to construct it from four levels. One is to grasp the basic causes of human resource risks, that is, to analyze the causes and causes of risks; The second is to classify human resource risks, that is, to identify all kinds of human resource risks and understand their specific performance and impact. The third is to develop measures to deal with human resource risks when they occur. On the whole, it is to build a human resource risk management model according to the basic ideas of understanding, analyzing, solving and preventing problems.

The biggest characteristic of human resources is uncertainty, such as people's subjective initiative, mobility, growth, plasticity and so on. The interaction of these characteristics with the surrounding environment adds to this uncertainty. For example, the enterprise trains employees according to their growth and plasticity; on the contrary, employees decide their mobility according to their growth and remuneration in the enterprise: the enterprise evaluates, evaluates and manages employees according to their working conditions, and such management will mobilize their subjective initiative. It is this uncertainty that leads to the risk of human resource management. At the same time, this uncertainty runs through the whole process of human resource management, so the risk exists in every link of human resource management. Generally speaking, risk causes can be divided into three categories: the first category is caused by personal factors of employees; the second category is caused by internal management of enterprises; the third category is caused by the revision of national rules and regulations. The author has encountered these three types, although the cause is different, but they lead to the result is generally the same, have produced a negative impact on the enterprise and the staff.

Human resource risk exists in various stages and functions of human resource management. Therefore, risk identification should be carried out according to various functions in the human resource management process. Human resource management mainly includes the following functions: human resource overall planning, employee recruitment, employee training, salary management, performance management, personnel relations management, etc. Accordingly, human resource risks can be divided into planning risks, recruitment risks, training risks and assessment risks.

Assessment indicators are the core content of performance assessment, which is equivalent to the standards of performance assessment. If the assessment system is not scientific, assessment indicators are not quantified and assessment standards are not critical, then the assessment results will certainly not be comprehensive and objective, difficult to convince the public, and will also affect the cohesion and centripetal force of the enterprise:

Enterprise not form a healthy culture of performance appraisal, employee one-sided applying performance appraisal result is equivalent to the purpose of the assessment, think that the assessment is to deduct wages, often assessed due to have all employees have to score when implementing appraisal, good staff can not get effective incentive, behind the employees to recognize their own shortage, loss of vitality of the enterprise, and performance evaluation has lost its original meaning.

Main measures preventing the risks of planning is to set up perfect evaluation and management of enterprise human resources system, according to the enterprise long-term development planning, combined with the current number of employees and the quality of enterprise actual situation, the development of the enterprise in the next few years and the overall employment situation to carry out the forecast, and comparing with the current situation, we will predict results form the gap analysis, put forward the three-dimensional, recruitment or dismissal of the plan, implement the overall balance of human resources. At the same time, it is necessary to carry out the evaluation of the implementation of the plan every year, and make timely adjustments to the existing errors and changes in external factors to ensure the rationality of the plan.

The gears of civilization are moving forward, and so are the risks. Old risks are eliminated but new ones will appear again. Therefore, risk cause analysis, risk category identification, risk control and continuous improvement should be carried out regularly and continuously, so as to form an effective risk control mechanism. Through periodic re-analysis of risks and re-evaluation of problems in the implementation, we can ensure the effectiveness of the risk control scheme. At the same time, keep records and conduct scientific analysis of the records to provide basis for future risk management. To do a good job in human resource risk management, first of all, the enterprise should establish a precautionary mechanism. Enhance human resources risk control ability, prevent risk in the future. Secondly, enterprises should establish a prevention and monitoring mechanism. Prevention and monitoring is an extension of prevention in advance. Enterprises should conduct public assessment or test on in-service personnel, especially employees in important positions: strengthen the training and improvement of employees' personal professional qualities, improve the training mechanism for new employees and the assessment mechanism for in-service employees. Finally, enterprises should establish a post-crisis mechanism. The human resource management department should set up a crisis management department together with other departments to control the damage caused by risks, constantly improve and perfect the department system, and if necessary, track and investigate the career whereabouts of the ex-employees.

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