How HR airborne troops survive and develop in the enterprise

It is the current situation in the industry that airborne soldiers (generally referring to all kinds of professional managers) are easy to die in battle. Of course, each has its own way of death. For example, some fall directly on the hard ground, some fall into the swamp and die slowly, some hang on the branches of trees and die, and some fall into the water and struggle to drown (you can think of what kind of enterprise environment and working conditions these four situations are similar to).

HR airborne personnel (generally refer to the HR management director of the enterprise) are a kind of airborne personnel, and their work has its own particularity. For example, they are generally faced with various complex situations in the enterprise, various people (to deal with all the people in the company), and various things (things are human things in the end). There are many problems, but the actual power and authority are not large, and the boss's expectations are relatively high, So it is not easy to survive.

In fact, most of the airborne soldiers are doomed to die before they enter the enterprise, because they do not have a thorough understanding of what the enterprise to be airborne is like, and whether the boss's values and views on work ideas are basically consistent with or conflict with you; Whether what the boss wants you to do is within your ability or not is beyond your control; Whether the boss agrees to give you enough authority to do things or vaguely says to do it first. According to my personal experience, if the values and ideas of airborne soldiers are inconsistent with the boss, it is basically the end of the war. You will feel very uncomfortable. You should always fight with your own consistent ideas. Even if the work is done, you will have no sense of achievement, not to mention that if you can't agree with the boss in terms of ideas in the work, you will generally do nothing; At the same time, due to the mismatch of responsibilities and rights or the difficulty of the work, the work often fails to meet expectations, which is mostly the result of exhaustion or depression.

Therefore, before choosing to land in an enterprise, airborne soldiers must be careful and learn as much as possible about the situation, especially evaluating the boss's concept, style and real needs. If all these are done well, the probability of survival will be greatly increased. After entering, there are more problems of skill and effort. Of course, it does not rule out that there are cases of being fooled in the early stage, so how not to be fooled? My suggestion is to understand the situation of the enterprise from all angles. For example, in addition to the interview with the boss, you can also communicate with the core business personnel of the enterprise, future subordinates, etc., understand the situation from different angles, and collect information from the outside. In fact, it is a two-way choice. Reliable enterprises will also hope that the airborne soldier is suitable, rather than come to seek death. Therefore, they will also arrange more people for communication and evaluation, some of which are similar to the 360 degree evaluation model.

Then comes the discussion of the practice after landing in the enterprise. HR work is more complex than business work. It has to face all the things of the whole company. Therefore, it is necessary to plan and move forward:

1. First of all, on the basis of previous understanding, we should really understand the situation of the enterprise, including both major aspects and details. Instead of rushing to change and reform at the beginning, we can solve some urgent problems from a point of view, but on the whole, we suggest not to act immediately.
2. To sort out and analyze the situation as a whole and evaluate what can and cannot be done; What to do first, what to do later; What is important, what is secondary. From the overall perspective, analyze the plan as a whole, and start from the small. We should eat one meal at a time. We should make some achievements first and get the approval from the top and bottom, so that we can do bigger things later. At the same time, we should think with empathy. We should not only stand on our own or just the point of view of the thing itself, but also stand on the boss's point of view and comprehensive aspects to see the problem, so that we can more reasonably evaluate what should be done or not. Be patient and not impatient. Especially for enterprises with complex internal environment and relatively conservative style, they must be prepared for a long-term struggle.
3. It is a good idea to hope to do more things, but remember not to overstep your authority, not overstep your bounds, and be clear about what you can only see and suggest but not intervene in. Do a good job in their own responsibilities, and do a good job in coordination with other personnel. No matter in Chinese enterprises or other more open enterprise environments, there are still hierarchical differences, respective authority and division of labor, which is very sensitive. Don't inadvertently be regarded as intentional by your boss and colleagues, so as to misunderstand, leading to an unstable foundation for work development.
4. If the internal interpersonal relationship of the enterprise is complicated, such as the disputes among the mountain top factions, you must remember not to mix the complicated interpersonal relationship, and work honestly and only be responsible for the big boss. Yu Minhong said: "Someone asked me how to deal with the complex interpersonal relationships in the company? My answer is: there are interpersonal relationships everywhere. As long as you have a simple mind, you should be simple. Do what you think is right. Don't participate in the right and wrong. Do what you think is right. Don't do what you think is wrong. Don't go against your own principles and cater to others. Get along well with your colleagues. Don't talk about others behind their backs. When you mention others' praise, you should also You can be a man and do things. "
5. Learn to take advantage of and act on the situation. Whether it's the boss's situation or the employees' situation, turn the work you want to do into something the boss wants to do or the employees want to do, and sometimes even create this situation. Human resource work can be divided into skills, ways and potentials. How to do skills refers to specific working methods; Tao is why we should do this and what we should do, which is the thinking and planning of our work; The potential is when you can make the most of it. In an enterprise, doing things cannot be divorced from reality. It is necessary to choose the most appropriate time to do the things that are most needed, and take advantage of the situation, so as to be recognized and effectively promoted by the whole enterprise.
6. Communication, extensive, anytime, anywhere communication. You can't work hard alone in the office. You should go out and communicate with different employees more often, not only to learn from them, but also to introduce your ideas and get support from employees. At the level of airborne troops, the most important thing for HR to do is to communicate and coordinate with people, rather than the tools and methods to do things. What things can be done in the end often depends not on the tools and methods, but on people. Managers and employees are willing to do it or cooperate with each other.

In a word, HR airborne troops are not easy to do. To survive well in the enterprise, only by finding the right platform, following the boss, making plans, taking advantage of the situation, and growing from small to large can we survive, develop, and leap forward, so that enterprises and individuals can achieve win-win results.