Global top 500 enterprises, whether Chinese companies or foreign companies, the CEO of the HR professional background are few and far between, if count, ceos are generally have the technology, market, finance and other professional background.

Why does this happen?Is the HR director not as competent as the CEO?Or is the HR department's status and role not taken seriously?Or is it something else?"A good HR to the CEO's trip," said the chairman and chief executive of the company, xie qhai, a speech on the 2016 China human resources management conference.

From CHO to CEO, what is my biggest concern

Let me start with the identity of the CEO.What's the thing I focus on after being CEO?In general, there are three things:

What do companies do?What is the combination of its business?Who should do these things?It's a matter of hiring, it's the personnel department.

Did you do that?Are there any good results?Is it according to the rules?This is more of a strategic issue and is also a matter of finance, auditing and even legal affairs.

One thing, whether it's a good result, whether it's done by the rules, it's the financial department, the audit department's regulatory responsibilities;Whether or not they are doing things according to the rules is what audit and legal matters need to focus on.

This is the three things I care about most.My personal experience, however, is that doing something is not the most important thing in any industry.There are three hundred and sixty rows, and there are great companies in every industry.

And, since chose a certain industry, and determines the economic cycle, any one industry may not always is in a state of rise, good industry today, may be in tomorrow will decline.So are companies not doing it?For example, airlines, so many planes have bought it, can it say let it go?

For enterprises, because industry will change, it could catch up with a period of rapid development, more time will experience the maturity of the industry, or a new normal, this is normal things, is the enterprise in the line before should be aware of the problem.And the birth of a great enterprise is still a question of who does it.

So, in my current job point of view, I think the most critical, or choose a what kind of person to do such a thing, the key is to have people have the ability, have to do it.Planes have been bought and, for the most part, it is not easy for companies to quit an industry.

Then, how to choose the right person to lead a business in a relatively difficult phase of the industry is a matter of HR.

HR needs to solve the problem of employing people, who can do it, who can do it, who can go in and who should be out.And because I have 20 years of experience in personnel management, before to founder, with Siemens HR for eight years, therefore, in the HR circles, I know a lot of people.

According to my understanding, the current HR situation is widespread, in solving who do, don't let on the question of who did it, on the HR is the core of the work, in terms of they should play an important role, the HR role is often not enough.

There are three common problems with HR

First of all, the HR that I'm in contact with is a lot of times not good enough.As an HR, if you can't effectively measure who's in the organization and who doesn't, then this HR is hardly qualified.

In fact, only extraordinary people can create extraordinary results, and companies need to hire top talent to achieve excellence.If you measure people by this standard, it's easy to see that in our organization, a lot of people should be eliminated.

This is my tenure in the founder, I am CHO (chief human resources officer at basic requirements of the problem, but in the practice of the management, HR people and how to think?They always thought, well, they didn't learn how to look at human resource management.

It must be emphasized that only extraordinary people can produce extraordinary results.If we look at ourselves, within our company, how many extraordinary people are there?How many big names in the industry?Is our business managed by the most professional and senior people?

If the answer is no, then companies cannot do well.If HR is not high enough, or if he lowers the standard, he can't see the problems of the organization and the organization.This is a common situation of human resource management in our Chinese enterprises.

Second, HR's views are not clear enough.As a CEO, I especially hope HR can give to clear point of view, and I hope he can help me to evaluate a pedestrian or not, yes or not, a team or is a top line or not.

But, in fact, our HR is often ambiguous, skirt around it, they used to, probably, probably about this kind of language, or use "should in principle......"That kind of crap.And for the CEO, is there someone, a team, or a team?He went down, who came up?That's the bottom line.

To put it objectively, HR has too little idea of the thing itself, and too much about the idea of the boss.Because of his thoughts wandering, so he can't form a clear point of view, and so, although we all the way to learn a lot of technical, but the key moment, our managers cannot give a definite answer.

Third, momentum.In enterprise management, we often find that something after decided the implementation of process often not firmly, slow, lack of alternative attitude and style.

After I as CEO, I found that to assigned by vice President, after transplanting, I only want to hear one word: "done", other languages are gild the lily.But in fact, often the feedback is our manager, the process of this matter, the difficulty of the process of how to, to overcome these difficulties, please you something further to determine and so on.

The other thing is that there is no manager who is constantly in charge of the office, and the task is often difficult to push forward.But what do managers want?That's the word "run", that's execution.

It was about 2003, after the U.S. military's successful capture of saddam hussein, the top U.S. commander in Iraq, blano, hosted a press conference.At the press conference, he said, ladies and gentlemen, we caught saddam, and the tyrant was in prison.

Later, the U.S. commander in Iraq wrote a book called "We got him" (We caught him).As HR, do we have the confidence that we can be proud to say that I've dug him up, he's already in the company, and so on?

In fact, we often lack the boldness of vision, you ask him advance situation of project, he said, is I do it, the "ongoing" will be infinitely long delay.The lack of confidence and pursuit of the result is universal.

So, in a nutshell, my advice to CHO is to address the general problem of HR in the first place: first, the lack of vision;Second, the idea is unclear;Third, action is not firm.

HR should have a sense of mission like the boss

So what causes our HR to form such a status quo?I think a lot of HR people don't have a sense of mission, they don't see the company as a business, they don't even have a dream, so he just goes to work and doesn't care.* * was successful because she wanted to free China and liberate all mankind.This is the fundamental difference between her and the average person who is just thinking about an acre of land and three cows.

Can our HR practitioners, self-reflection, CHO, we can ask ourselves: we have with the chairman and CEO of thinking on the same channel?If not, this is terrible.When we are not on the same channel as the CEO, our eyes are not right, the idea is wrong and the action is not right.

So I think, as CHO, we want to have the capability and confident, keep the same channels with corporate CEO, "keeping abreast with his strategic vision, can meet a big business to CHO is the most basic requirements.

The last thing I want to say is that I'm an HR person and I'm the CEO of CHO.I've been an HR person for 20 years, and I've taught human resources, and I have a strong relationship with HR.So while I'm currently in the CEO position, I think it's just a * *, I'm an HR person who is a CEO.

As we know, in the hospital, one expert, he is likely to be the top professors in the field of professional, at the same time also can be the director of the hospital, dean is a part-time professor.So, I could be CHO and CEO, so I'm going to be with you, and I'll eventually get back to HR.

Source: cornerstone e insight