Core Competitiveness of Human Resources and the Way to Enhance It
With the deepening of reform and opening up and the development of global economization, the mobility of domestic human resources is also increasing. Only by reforming the traditional employment system, introducing new ways of human resource management, strengthening the development of talents and improving the efficiency of their utilization can state-owned enterprises improve their survivability in the battle. The following is the core competitiveness of human resources and ways to enhance it that I shared for your reference.
The core competitiveness of human resources and the way to improve it Part 1
First, the origin of the concept of human resource management
1. The origin of personnel management
The origin of personnel management can be traced back a long time ago, and it was developed with the emergence of the industrial revolution. It advocates the theory that it is sufficient for an employee to be rewarded for his or her labor, without regard to other requirements of the employee. With the development of science and technology, the qualities and needs of internal employees have changed in the post-industrial stage. As the means of production of the organization's labor force, employees began to become a resource of the organization, so there is a shift from personnel management to human resource management, and this process has continued into today's society.
2. Presentation of Human Resource Management
The term "human resource" was coined by Peter Drucker, a famous management scientist. He believed that the special nature of human resources lies in the coordination, integration, judgment and imagination, and the performance of these special properties is mainly performed by employees, so he believed that the management should take into full consideration the psychological and material needs of employees in their work.
3. The introduction of China
The introduction of the concept of human resources in China is also the objective needs of economic development. Some scholars believe that human resources are in the person himself, is a living resource, in the process of development with mobility, timeliness, re-entry and creativity.
The difference between traditional personnel management and modern human resource management
1. Different concepts
Compared to personnel management, human resource management focuses more on the idea and status of employees within the enterprise. Traditional personnel management is cost-oriented. Employee's salary is within the cost category. It is concerned with the organization's employees for the enterprise's contribution and create value. It strives for efficiency and cost reduction. Modern human resource management, on the other hand, considers people as a cost while emphasizing their position in the resource. That employees in the process of development can play its great potential ability to make its utility value-added, to promote the development of the enterprise.
2. Management initiative is different
Traditional personnel management to a certain extent passive, it treats the staff as a simple management, arrangements, dispatches of the object, the staff's behavior is more mechanical negative. And modern human resource management belongs to the active open form. It is as far as possible to meet the needs and expectations of employees as a starting point, to cultivate a sense of belonging and loyalty to the enterprise, the overall presentation of the human side.
3. Pursuing different ideas
Traditional personnel management focus on "things". The rationalization, specialization and perfection of the work content are regarded as the key. Reinforcing the subordinate mentality of employees, like the old days of the old ideas, not conducive to business development. The modern human resource management to "people" as the center, highlighting the concept of relying on employees *** development, the use of people and the configuration of reasonable, open-minded to keep pace with the development of modernization.
4. Different management horizons
The traditional personnel management vision is narrower. Its function is mainly recruitment, focusing on new people to fill vacancies in the post, the scope of the task undertaken is smaller. Modern human resource management through the resources after the recruitment of new employees, not only to manage the current existing manpower, but also the present and future human resources integration planning, active combination of existing manpower into the organization, develop potential, motivate confidence.
5. Different management forms
Traditional personnel management is a static. Employee functions and positions are basically fixed, the internal work of the rules and regulations, and does not attach importance to the organization of up and down, horizontal communication. The modern human resource management approach is more flexible. Provide employees with a relaxed, open environment and the opportunity to express their views and talents. Focus on the collective communication of the organization, improving the overall effectiveness.
6. Management methods are different
Traditional personnel management methods mechanical single, relying on experience and common sense, technology, theory, lack of innovation and scientific theory. And modern human resource management methods rich and flexible large number of various disciplines and analytical methods, more combined with computerized automated office equipment, scientific theory and humanism combined.
Third, the relationship between human resource management and the enterprise
1. The meaning of enterprise competitiveness
The concept of competitiveness is more complex, and the so-called competitiveness of the enterprise refers to the competitive market conditions, the enterprise through the cultivation of their own resources and capabilities, access to external resources can be found to provide the market with sustained and effective products or services, and get profit so as to provide a competitive advantage. products or services to the market in a sustained and effective manner, and to obtain profitability so as to improve the comprehensive quality of its own development.
2. Competitiveness of enterprises
Environmental factors, the competitiveness of enterprises must first consider its industrial situation. Whether it has an advantage in the country, whether high profitability, high growth, whether it belongs to the competitive or monopolistic industries and so on. On the other hand, we should also consider the relationship between the enterprise and the related enterprises, including the relationship with the upstream enterprises and similar enterprises, so as to see whether the enterprise is an incumbent enterprise or a newcomer enterprise, and whether it is at the beginning of the industrial chain or at the middle or end of the chain. Finally, it is the development of the enterprise under the relevant national policies, which is manifested in the macro-control attitude towards the industry and the relevant policy formulation, and so on.
Existing resources, including human resources, organizational resources, management resources and so on, can give the enterprise a certain advantage.
Enterprise quality and knowledge, an enterprise's ability to adapt to the market environment is an important factor to ensure the survival and development of enterprises. The development and utilization of their own resources and innovation, as well as innovative business ideas, institutional mechanisms and human resource management is closely related.
Four, human resource management in the enterprise competition advantage
With the rapid development of social and economic, people are increasingly diversified and personalized requirements for the purchase of products. Enterprises in order to better occupy a high ground in the market, in order to meet the market demand, began to use the means of human resource management within the enterprise to implement the enterprise culture for the purpose of customer needs. The guidance of corporate culture and the problems and solutions encountered in various aspects need to be solved by various human resource management methods. On the other hand, under the momentum of market competition, especially in the service industry, enterprises have begun to continuously improve their own service functions, including the provision of services required by the material facilities and equipment, so as to improve the quality of the enterprise itself. Effective human resource management just to meet these requirements of enterprise development, and for the competitiveness of enterprises to play a driving role.
Competitive advantage refers to a product that can provide core competitiveness to the enterprise and the market with the combination of special attributes. Its performance in the market share or higher profitability. This competitive advantage is usually manifested in two ways, namely cost leadership and product differentiation. A company gains a competitive advantage by producing, offering the same service or product as its competitors at a lower price. The other is to create, provide a product or service of better quality than that of the competitors. At the same time, the United States human resource management experts Klayman analyzed the human resource management from the cost leadership, product differentiation of the two direct and indirect aspects of the enterprise's competitive advantage to play an effective support role
V. Problems in human resource management in state-owned enterprises
China's state-owned enterprises human resource management reform has been carried out for more than two decades, the establishment of a relatively perfect human resource management reform. More than two decades, the establishment of a relatively perfect market economic system, the establishment of a modern enterprise system, innovative means of human resources management, etc., but there are still many problems.
1. Competition problems caused by the burden of the enterprise
China has a history of state-owned enterprises and the existence of a relationship of dependence between the employees, the general situation of the enterprise will not dismiss the employees, in addition to the burden of the retired employees of the pension, medical costs. The heavy burden has not only led to a downward trend in business efficiency, but also to the loss of a large number of talents. The development of non-state-owned enterprises in the eighties and nineties, there is basically no retired staff of the various social burdens of the problem, so the two simply can not achieve equal competition.
2. The disadvantages of the disappearance of the high welfare advantage of state-owned enterprises
With the acceleration of economic globalization, the welfare system owned by state-owned enterprises, such as housing provident fund, unemployment insurance, job subsidies, transportation subsidies, etc., which have disappeared along with the restructuring of the state-owned enterprises, and the modern non-state-owned enterprises mainly focus on the high salary and benefits, and therefore the ability of state-owned enterprises to attract talent is weakened.
3. Lack of leadership in the enterprise
Internally, the leaders of the enterprise are assigned by the higher authorities, there is no comprehensive consideration of the strengths and weaknesses, which leads to the leaders of the management ability is limited, once the enterprise efficiency is lowered, the higher authorities are only to take the replacement of the way to pay attention to the long-term planning and training, resulting in a lack of leadership in the enterprise. From the external environment, the supply and demand mechanism to adapt to market demand has not yet been established, if the operation of the enterprise can not be linked to the development of the operator's personal, then the success of the operation is a long way off.
4. Lack of supervision mechanism for employees
Since most of the leaders of state-owned enterprises are assigned by the higher authorities, the rights of the leaders are not directly bound by the employees.
5. Slow development of the talent market
According to the data, China's talent market development is slow, the overall trend is backward. In addition, China's human resources are still in the state of rough allocation, the reasonable allocation of talent involved in the price, competition, supply and demand mechanism has not yet been established. Modern college graduates are biased towards the state of high and low, resulting in difficult employment situation, seriously affecting the overall enhancement and development of China's human resources.
6. The government's lack of macro-control
The government's plan to regulate human resources has a great role in promoting, but the development of human resources and management of the function of the lack of accurate positioning, can not be synchronized to the development of the regulatory program of the singularity leads to the flow of human resources and the relationship between the demand for employment is not directly proportional to the value of buried talent. The government's financial support for enterprises is far greater than its support for internal management, resulting in its poor potential ability and lack of substance.
Six management methods to enhance the competitiveness of enterprises
1. Establish the concept of "people-oriented"
Human resources is the constant power of business operations. State-owned enterprises want to survive and develop, it is necessary to establish the idea that human resources are the first resource, fully recognize talent, respect talent. Recognize the growth and value of employees in the enterprise, set up a "people-oriented" concept, the use of scientific management methods to carry out comprehensive human resources development, so that employees realize that they are no longer working for survival, but the "knowledge" of the owners and investors. The concept of "people-centeredness" is being promoted and publicized. Increase the publicity of the concept of people-oriented, adhere to the public opinion and policy orientation, so as to attract the attention of the majority of managers. At the same time, managers should take the initiative to learn advanced management concepts, expand their knowledge, and stabilize the development of enterprises and employees increasingly equal partnership.
2. Using scientific means to match talents
Many state-owned enterprises in the definition of the characteristics of the talents needed by the enterprise, often lack of scientific and detailed analysis of data and effective auxiliary tools, there is a tendency of blindness and inaccuracy. In order to avoid the waste of human resources, reduce the cost of enterprise employment, while at the same time recruiting employees with strong comprehensive quality, enterprises must take a rigorous assessment of the means of hiring for assessment, in accordance with the standard procedures, including filling out the form, written tests, interviews, medical examinations, background checks and other aspects. Tests, not only to see its ability to work, but also to observe the quality of personality.
3. Establishment of selection mechanisms in a market economy environment
As a business operator, you need to have the basic qualities of ability and knowledge, so the enterprise should implement a unified assessment system for employees, with qualification certificates, focusing on the comprehensive ability of the talent to improve the overall development of the quality of the enterprise; the implementation of the enterprise's senior management of the open recruitment, the establishment of a sound market for middle and senior management personnel professionals.
4. Selection of openness
In order to effectively change the administrative appointment system of state-owned enterprise operators, the real establishment of the market economy in line with the requirements of the enterprise selection mechanism, the state-owned enterprises should be property rights reform. By allowing employees to participate in the selection and supervision of business operators, not only can improve the enthusiasm of employees and the sense of belonging to the enterprise, but also effectively solve the problem of selection and incentives for business managers.
5. Develop and implement human resources planning
Develop a clear business strategy objectives, first of all, from the internal analysis of the personnel of the overall integration, the design of human resources management policies, systems, processes, and improve the core skills of employees. From the outside, analyze the strengths and weaknesses of the enterprise in the market competition and orientation, to ensure that the enterprise to achieve the strategic plan, to obtain a competitive advantage.
6. Improve the training system system
At present, China's state-owned enterprises in the work of human resources training in the existence of a certain blindness, singularity of the problem, pulling down the effectiveness of the enterprise. The so-called "clever woman can not cook without rice", human resources in the financial budget should be made to avoid misappropriation, waste phenomenon; change the traditional backward concept of training, to create a good internal learning environment, enhance the staff's participation in the awareness and enthusiasm; improve the training system, the use of high-quality human resources outside of the enterprise for the enterprise services to improve the quality of training; to strengthen the training system for the enterprise to improve the quality of training; to improve the quality of training, to improve the training system for the enterprise. The quality of training; strengthen the assessment of the training effect, put an end to the pursuit of superficial phenomena, adhere to the truth; refinement of the training level, for the different nature of the work carried out purposeful, in-depth training, from the true meaning of the work to improve the performance of the staff to update their knowledge.
7. Human resources quality, quantity, structure, planning and effective combination of planning
Quality planning on the one hand, so that employees are clear about their job responsibilities, and in addition to the constraints on the behavior of employees, the formation of the corresponding punishment system; in the number of planning to be based on the corresponding scientific data to the quantitative; in the structure of the phenomenon to break down the barriers to the organization to achieve a truly effective communication between the departments, the environment and harmony in order to promote the development of the enterprise. The company has been able to promote the development of the enterprise.
VII. Conclusion
At present, China is in a period of rapid economic development, the importance of human resource management has reached an unprecedented height, but Chinese enterprises are facing the same developed countries faced long ago and contemporaneous problems, the reform of human resource management in China's state-owned enterprises is still need to be explored through the continuous practical efforts. The reform of human resource management in Chinese state-owned enterprises still needs to be explored through continuous practical efforts, and it also needs more governmental and social forces*** to develop together.
The core competitiveness of human resources and ways to enhance the Part 2With the arrival of the Internet + era, it seems to be overnight, under the Internet thinking, a variety of cross-border cooperation, P2P, O2O new models continue to emerge, affecting people, especially after the 80's and 90's lifestyle changes; for the capital market, the intense competition has just begun. The cooperation between A and B finally affects C. No one knows where the next cross-border cooperation point is and which industry is in decline. Under such circumstances, enterprises are facing more severe market tests than ever before, and the competition for human capital is more intense than ever. In such a complex market environment, enterprises must pay attention to the role of human capital if they want to be invincible and maintain core competitiveness. And human resource management precisely mastered this unique resource, so for the core competitiveness of enterprises has a very important significance, for the enhancement of core competitiveness is to play a decisive role.
First, the impact of human resource management on the core competitiveness of enterprises
For the enterprise's human resources managers, it is necessary to do people-oriented, so that every employee within the enterprise can feel respect and trust, and find a sense of belonging, sense of achievement in the enterprise. Especially now the pursuit of personalization of the 90s employees, harsh rules and regulations will only cause staff resentment, and enough respect, as well as the fun of the work itself is more able to bring about the enhancement of the effectiveness of the work.
1, human resources is the main resource within the enterprise
For an enterprise, if the employees within the enterprise can take the initiative to give full play to their own creativity, and actively participate in the production, then the core competitiveness of the enterprise is naturally very high. The enhancement of the core competitiveness of the enterprise is in fact the process of deploying the knowledge and skills of the employees within the enterprise, in other words, to create benefits through the existing human capital as much as possible, and at the same time make up for the current shortcomings of human resources as soon as possible, to enhance the knowledge and professional skills of the employees. Through the above means, it can promote the rapid enhancement of the core competitiveness of enterprises.
2, human resource management can deliver suitable talent for the enterprise
The enterprise is composed of a large number of employees, the enterprise to achieve their goals, must rely on all employees *** with the completion. Therefore, the skill level of the employees within the enterprise must be matched with the work, in order to be able to sprint the enterprise's goals. In the current situation, many companies are through a variety of channels to obtain potential employees, such as recruitment in the university campus, or in the talent market recruitment, etc., employees on the job, and then a series of training, and supplemented by the corresponding incentive policy to stimulate employees to continuously improve their own level, better for the development of enterprises to play their role. Therefore, human resource management can deliver suitable talents for the enterprise.
3, human resource management can fully stimulate the enthusiasm of employees
For employees, the enthusiasm for work is largely affected by the work of human resource management. In human resource management, through a number of measures to mobilize the enthusiasm of employees, such as material and spiritual rewards for employees, when employees reach the appropriate standards, not only can get the corresponding material rewards, but also to achieve self-worth. In the long run, can gradually form a harmonious, progressive working environment, employees can self-affirmation, play their own initiative, *** with the enterprise to create benefits.
Two effective countermeasures to promote human resource management
In an enterprise, employees are the most basic elements, but also the most important. If there is no human resource management as a support, then the development of the enterprise is naturally difficult to go on. Attention to human resource management work, for the enhancement of the core competitiveness of enterprises has a greater role in promoting. How to optimize the work of human resource management, including the following countermeasures:
1, strengthen the management of the concept of core competitiveness of the enterprise cognitive
An enterprise's level of innovation, mainly by the level of scientific and technological personnel of the enterprise decided, the level of enterprise management is by the level of the management of the enterprise decided. As the management of an enterprise, if they do not have enough knowledge of the core competencies, then it is difficult to strategize and manage the enterprise as a whole. Regardless of the size of the enterprise, sufficient human resources must be equipped to enhance the competitiveness of the enterprise. Enterprise management for the concept of core competitiveness has a deep understanding of the relevant methods to improve the management of human resources, through a variety of channels to recruit talented people, and reduce staff mobility, increase the enterprise's ability to create and innovation.
2, to enhance the management of human resources
First, the human resources to carry out reasonable planning. According to the actual situation of the enterprise, combined with its development goals, with the help of the relevant ` prediction method, to protect the long-term interests of the majority of employees as well as the enterprise. As the enterprise's management, the enterprise's human resources status should have a clear understanding of the enterprise's long-term needs as a starting point, to develop a relevant planning program. Second, develop a scientific management system. As the saying goes, "no rule is not a circle", with a set of effective management system, can give human resource management work to provide the corresponding basis. Management system development needs to pay attention to is, must focus on the establishment of pay system and assessment incentive mechanism. The development of the pay system, must be in the realities of the enterprise on top of a deep knowledge, but also need to refer to the requirements of the industry, a combination of the two and then to determine the program. The development of the assessment and incentive mechanism is to fully examine the performance of employees, as well as the business level within the enterprise, and combined with the actual development of the enterprise. The formulation of the incentive system must be supported by quantitative and qualitative indicators as well as evaluation systems. With the development of the enterprise, you can appropriately adjust the indicators of the assessment to mobilize the passion of the employees.
3, increase the frequency of staff training
In the day-to-day work of human resources management, there is a very important work is the training of employees, through the training can allow employees to deepen the cognition of the corporate culture, to enhance their own knowledge and work skills. First, set up a scientific concept of expenditure, to provide employees with appropriate training opportunities. Within the enterprise, the highest cost is not the training of employees, but untrained employees. Second, to choose the appropriate training methods, combined with the current situation within the enterprise, as well as the actual needs of each position within the enterprise, so as to develop a reasonable training methods. For example, internal enterprise training, should consider the characteristics of adult trainees, set the course to examples of the main, easy to accept. Third, to do a good job of training effect assessment. In addition to the evaluation of the training effect on the training of students in the classroom performance, knowledge mastery assessment, but also tracking and evaluation of the specific time period of the trainees' work to improve the situation.
4, expand the talent pool, reduce staff mobility
First of all, the enterprise should be broadly talented, through a variety of channels, the various aspects of the talent recruited into the enterprise, in the recruitment should be fully demonstrated in the enterprise's development prospects, wages and benefits, as well as the corporate culture and so on, so as to increase the degree of interest in the talent. The process of building corporate culture, should carry out a variety of forms of publicity, through a series of activities will be the core values of the enterprise rooted in the daily behavior of employees. Secondly, to do a good job of talent retention, minimize staff turnover, which requires a high reputation in the public, and the internal promotion of staff space transparent, smooth, build a competitive salary system, so that we can better retain high-quality talent.
Three, conclusion
For the market, never stop moving forward, regardless of the nature of the enterprise and the size of how, the management of talent is the most important of its work. Not only to absorb the many professionals to work for the enterprise, it is more important to retain the hearts of employees. Let the staff can really identify with the corporate culture, find a sense of belonging in the enterprise, these are inseparable from the human resources management work. As a human resources management workers, we must use the development of the vision of the problem, follow the trend of the times, learn the latest management knowledge, and constantly improve the level of self-management in human resources management to play a greater role in the work of human resources management, so as to ensure that the core competitiveness of the enterprise to steadily improve.
The core competitiveness of human resources and the way to improve Part 3Abstract
With the rapid development of China's social and economic development, under the impetus of the market economy, engineering consulting enterprises in the field of engineering and construction to play a more and more significant role, which in turn led to the rapid development of its. Engineering consulting enterprises belong to the knowledge-based, technology-based enterprises, the high demand for talent, so human resource management in the management of engineering consulting enterprises is crucial. This paper analyzes the human resource management of engineering consulting enterprises and builds a human resource management mechanism from the perspective of enhancing core competitiveness.
Keywords
Engineering consulting enterprises; core competitiveness; human resource management
I. Formation of human resource traction mechanism
(a) KPI core index system design
In the construction of human resource traction mechanism. In the construction of the human resources traction mechanism, the objectives and expectations of the personnel is very critical to the development of reasonable, scientific requirements and expectations is the key to the success of human resources traction, so you can through the KPI core index system for the effective design. KPI core index design is from the organization's strategic objectives, and the organization's strategic objectives using the goal of the management of the idea of the decomposition of the organization, the formation of the organization of the top to bottom of the item level target traction mechanism. For engineering consulting enterprises, the use of KPI core indicator design system can be clear division of labor, distinct responsibilities. KPI strategic goal planning, strategic goals are divided into financial goals, customer goals, internal process goals, learning and growth goals in four parts, the specific planning process: strategic goals → hierarchical goals → departmental goals → personal goals.
(B) corporate culture and value system
Corporate culture is a mode of thinking and behavior, is an intangible way to plan and guide employees to achieve organizational goals. Corporate culture creates a cohesive atmosphere, builds a value system recognized by employees, and then stimulates their sense of mission. From the perspective of the core competitiveness of enterprises, the construction of knowledge resources is the software level, the knowledge platform is the hardware level, the construction of knowledge **** enjoyment platform is the core competitiveness of engineering consulting firms in the construction of human resources management is an important element. Engineering consulting enterprises need to create a rich knowledge **** enjoy the flavor of corporate culture, and create knowledge **** enjoy the core value system. In addition, the construction of corporate culture and value system from the level of demand motivation has a positive effect on the role of human resource management. The process of demand motivation is usually: stimulus → need → motivation → behavior → goal → feedback → stimulus ......
(C) training and development system
As a knowledge-intensive enterprise, engineering consulting firms have higher requirements for the overall quality of employees, which will inevitably involve a large number of training activities. In engineering consulting enterprises, staff training and development has always been the focus of attention, through training and development not only to enhance the core skills and expertise of employees, but also to convey the corporate culture and core values. From the perspective of human resource management, the training and development of employees need to fully understand and develop targeted training. Usually the performance gap method can be adopted to understand the gap between the actual performance of employees and the expected performance, so as to develop training and development strategies. In the training process to focus on the assessment of training results, follow the PDCA principle, that is, planning, implementation, testing, processing.
Second, the formation of human resources incentives
In essence, engineering consulting firms belong to the service-oriented enterprises, so the design of its compensation system should be taken as a job performance pay system, combined with job responsibilities and job performance to develop a flexible pay system, including fixed pay and variable performance pay. In the salary design, the employee performance and commission shows an exponential growth pattern, and specially designed core employee benefit system, such as skill pay, performance pay, service pay, etc.. In addition to the establishment of honor and evaluation to match the performance incentive system, so as to meet the material rewards, but also to meet the spiritual needs.
In addition to pay incentives, can also establish a promotion system in line with the actual situation of the engineering consulting enterprises to guide and help employees with career management. The internal human resources development and promotion path is sorted out clearly, and can be used to revitalize the internal human resources of the enterprise by combining regional rotation and departmental rotation. Engineering consulting enterprise human resources career planning needs to start from two aspects, one is to develop a clear promotion system, and the second is to provide the necessary training and distance learning for the promotion of the staff unit.
Third, the formation of human resources constraints
(a) performance management system
Engineering consulting firms performance management system consists of five cyclical management procedures, namely, planning, counseling and communication, assessment and evaluation, application of the results, and goal enhancement. In the performance management system to recognize that performance management is not just performance appraisal, but the entire management process around the enterprise performance improvement. Engineering consulting enterprise performance management process: performance plan (clear job responsibilities, determine job objectives, develop work plans) → performance implementation (daily supervision and reminders, guidance and communication) → performance appraisal (regular assessment, guidance and feedback) → application of the results (performance awards and penalties, to determine the development goals, and a clear direction for improvement).
(B) the evaluation system of professionalization
In order to ensure the effect of human resource management in engineering consulting enterprises, and to enhance the core competitiveness of enterprises by improving the quality of management of employee career planning, the need to evaluate the degree of professionalization of the work process of the employees, and to establish a corresponding evaluation system of professionalization. The professionalization of employees in engineering consulting enterprises includes four connotations, i.e., optimizing professional qualification, maintaining professional fitness, developing professional awareness and cultivating professional ethics. The evaluation system of professionalization of engineering consulting enterprises includes four levels: professional skills (specialized knowledge, communication skills, knowledge contribution ability), professional attitude (responsibility and motivation), professional morality (falsification, loyalty), professional behavior (work norms, speech and behavior).
Fourth, the formation of human resources competition and elimination mechanism
Human resources competition and elimination mechanism is the engineering consulting enterprise human resources quality structure of the guarantee, is to enhance the core competitiveness of human resources. In the human resource management of engineering consulting enterprises, the internal staff of the enterprise in the workplace by the influence of many factors, it is easy to produce psychological imbalance phenomenon, and the scientific competition mechanism is an effective management method, help to cultivate the staff's sense of mission and sense of responsibility. When recruiting talents for the society, we need to fully understand the applicants and select suitable talents through scientific and reasonable evaluation system. The human resources department of the enterprise should formulate two-way human resources planning, i.e. top-down planning and bottom-up planning, to meet the absorption of elite talents and the elimination of low-quality employees at the same time.
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