Principles and methods of building enterprise human resource management system: 1. System-oriented: ensuring the realization of organizational goals while realizing employee value. At present, domestic enterprises mainly focus on the construction of human resources management systems such as employee handbook, post management, personnel recruitment, labor contract management, regular assessment, pre-job training or probation period for new employees, employee training, rewards and punishments, salary distribution, occupational safety and labor protection, social security, etc. And they have all been implemented to a certain extent. However, nearly 70% of enterprises pay little attention to human resources planning, cadre competition for posts, reserve cadre management, employee career management, employee rationalization suggestions and employee complaints, which are combined with enterprise development strategy. Even if the relevant system is formulated, its implementation is weak. As an independent legal entity, enterprises have their own economic and social goals to pursue; Employees, especially more and more knowledge workers in enterprises, as independent and different individuals, have a strong demand to control their own destiny and realize their own values. How to ensure the realization of enterprise goals and employees' value ideals is the core issue that enterprises must pay attention to when constructing human resource management system. From the above survey results, China enterprises in the transition period still take "object-oriented" management as the main form of human resource management system, which has obvious orientation of controlling employees, and the construction of human resource management system that cares about employees' demands and development needs to be strengthened. The key problem now is to find a "combination point" that can ensure the simultaneous realization of enterprise goals and employee values. According to modern human resource management theory, there are at least two aspects to understand the "combination point" between enterprises and employees: one is the "position" or "post" held by employees, in which employees can clarify their respective responsibilities and tasks through the decomposition of strategic objectives of enterprises, thus connecting their respective demands; The second is to ensure that the cultural orientation of enterprises is consistent with the values of employees, which needs to be achieved through "cultural recruitment" of employees and the necessary guidance of cultural values. Second, the path choice: research and design by enterprises and experts is the ideal practice of system construction. Strengthening the construction of enterprise human resource management system has become the consensus of Chinese enterprises. At present, there are several ways for domestic enterprises to establish human resource management system: (1) copy successful (or excellent) enterprise practices; (2) Cross the river by feeling the stones and explore for yourself; (3) Hiring an external brain is intended to seek the way of science; (4) The internal staff of the enterprise and external experts * * * work together to explore the human resource management system scheme suitable for the characteristics of the enterprise. According to the survey, more than 95% domestic enterprises with different backgrounds choose to establish their own human resource management system by "self-building". No matter what method is adopted, "takenism" and "empiricism" prevail. The survey shows that enterprises with different backgrounds have significant differences in the construction and implementation of most human resource management systems (P < 0.05). This shows that in the construction of human resource management system, it is not advisable to simply learn from the human resource management systems of other enterprises, and it is difficult to achieve the expected effect of "activating human resources". It should be an ideal path to study and design the human resource management system of enterprises with the help of external experts and the experience of internal employees and excellent companies. It has always been an effective way to learn from the human resource management experience of excellent companies. However, due to the different learning methods, there are two completely different results: first, the expected goal has been achieved-improving the management level of human resources in this enterprise and activating human resources; Second, it backfired-not only did it not improve the human resource management level of enterprises, but it brought a lot of discomfort to enterprises, low staff morale and low professional satisfaction. The above two diametrically opposite results mainly depend on whether the design of enterprise human resource management system takes into account: (1) the specific historical stage, economic and social policy environment, personnel status and management level of the enterprise, and excellent companies are no exception. (2) The successful experience and advanced theory of excellent companies are not suitable for the reality of a specific enterprise. Therefore, "takenism" can't save enterprises, but what to learn and how to learn are the key. Only by applying advanced human resource management concepts and experiences, combined with the actual situation of enterprises, the correct way is to "personalize" the human resource management system suitable for the characteristics of enterprises, not simply "take it", but learn from "methodology". First of all, we should carefully analyze the successful experience of human resource management in excellent companies, the environment and background conditions for the system to play a good role, and learn the idea of building an advanced human resource management system. An institutional effect is bound to be related to the development stage, economic and social policy environment, personnel quality and management level of specific enterprises. Because of the differences between enterprise A and enterprise B, the successful human resource management system of enterprise A may not play a good expected role in enterprise B. Therefore, when learning from the successful human resource management system of enterprise A, we should carefully analyze the specific environmental conditions and background characteristics in which the human resource management system of enterprise A plays a role, and make clear the correlation between the human resource management system and the specific environmental conditions and background characteristics, so as to judge the basic idea of building a successful human resource management system of enterprise A. Secondly, we should carefully analyze the human resource management environment and current situation of this enterprise. On the basis of clarifying the specific environmental conditions and background characteristics of the excellent company's human resource management system, this paper makes a serious diagnosis and analysis of the company's human resource management environment and current situation by means of employee's professional satisfaction survey, organizational morale survey, interview and literature analysis, and judges whether the specific environmental conditions and background characteristics of the company and the excellent company are similar. If similar, the company can learn from the successful human resource management system of excellent companies; If there are differences, the company can only learn from the basic idea of successful human resource management system construction of excellent companies-the best choice for most companies at present. Finally, build a human resource management system suitable for the characteristics of this enterprise. On the basis of learning from the successful ideas of excellent companies, clarifying the company's current situation (development stage, business nature, organization, personnel quality, management level, corporate culture, strategic objectives, policy environment, etc.), determine the positioning and breakthrough point of the company's human resource management system construction; Seriously carry out post analysis and personnel analysis, and build the basic platform of human resource management system; * * * According to the functional modules such as "attracting people, selecting people, appointing people, evaluating people, guiding people, cultivating people, motivating people, guaranteeing people, and retaining people", we can enjoy the human resource management information base, implement the strategic planning of human resources, reflect the internal essential relationship among the functional modules of human resource management, and customize the human resource management system suitable for the characteristics of enterprises. Third, systematic attention: pay equal attention to strategic concepts and technical affairs. The investigation on the construction of different human resource management system modules in enterprises with different backgrounds shows that enterprises with different backgrounds have generally done a good job in the construction and implementation of human resource management systems such as post management, personnel recruitment, labor contract management, regular assessment, pre-job training or probation period for new employees, rewards and punishments, salary distribution, social security, etc. The construction and implementation of human resource management systems such as human resource planning, reserve cadre management, employee career management and employee complaints combined with enterprise development strategy are generally poor, especially the human resource planning and employee career management combined with enterprise development strategy are very lacking. According to the above survey results, it can be seen that Chinese enterprises are still in the transition period from traditional personnel management to modern human resource management, and it is still difficult to adapt to the needs of enterprises to participate in market competition, showing many characteristics of economic transition period: (1) The human resource management of most enterprises is still in the traditional administrative personnel management stage. Taking "things" as the center, we only see "things" but not "people", only one aspect, but not the wholeness and systematicness of people and things. We emphasize the static control and management of one aspect of "things", and its management form and purpose are "controlling people"; Regard people as a cost and a "tool", and pay attention to input, use and control. (2) The human resource management of most enterprises often pays attention to the matters related to employees in the company, such as recruitment, employee contract management, attendance, performance evaluation, salary system, transfer and training, and ignores the human resource management strategy that pays attention to customer needs and market changes and is consistent with the business strategy and market environment of the enterprise. It is imperative to strengthen the construction of human resource management system in modern enterprises, especially the strategic human resource management of "caring for employees' career development". (3) The positioning of human resources department is too low to manage the human resources of the whole company as a whole. For example, the human resources department cannot unify the company and department strategy with the human resources strategy; The actual work of the human resources department stays below the supervisor level; The top management of the company is troubled by business and has insufficient understanding of the importance of human resource management. Strategic concept and technical affairs are two inseparable aspects in human resource management. Technical affairs cannot be separated from the guidance of strategic ideas, which need the embodiment of technical affairs. The designer of human resource management system should make clear the strategic goal of the enterprise and run it through all the system modules of human resource management. Fourth, the institutional dimension: we should change from a single institutional module to an institutional system. Most domestic enterprises gradually realize the importance of human resource management and try to establish a human resource management system. However, the framework system of human resource management system has not yet been established, and many functions of human resource management are still far from perfect. This will bring some adverse effects: (1) The modules in the whole human resource management system are contradictory or inconsistent, and it is difficult to effectively play the overall efficiency of the human resource management system. (2) Faced with the contradictory human resource management system, employees will be at a loss, which makes it difficult for the human resource management system to regulate, guide and develop employees' behavior. (3) Due to the lack of some human resource management system modules, it is difficult to systematically provide human resource guarantee for the realization of enterprise strategic objectives. Domestic enterprises emphasize the construction of a single system module, ignoring or difficult to build a systematic human resource management system, mainly because: (1) domestic academic or business circles only pay attention to the introduction of human resource management technology and ideas, and lack systematic understanding and institutional system construction of modern enterprise human resource management. (2) At present, compared with the employees who were assigned to the human resources department for relationship or physical reasons a few years ago, although their professional level has been greatly improved, they still lack relevant professional theoretical knowledge system training. (3) Compared with the staffing of enterprise human resource management in developed market economy countries, the staffing of enterprise human resource management in China is actually insufficient to undertake the task of enterprise human resource management in the current transition period. According to the survey, the smaller the enterprises in China are, the more human resource managers are allocated for every 100 people. After the enterprise scale reaches 500 people, it can basically be maintained at 100 employees 1 human resource manager. (4) Most enterprises are not clear about the strategic objectives and cultural values that run through their entire human resource management system, which makes it difficult to coordinate the modules of the human resource management system.