Research On Human Resource Strategic Planning Of Family Enterprises In China

family enterprises as an important component of the nationa l economy, inbusiness early, because of its inherent advantages: strong cohesion, flexibilityand ability to respond to immed iate family members are not limited to familybusinesses with the initia l development, But family business develops to acertain stage and gradua lly exposed to all kinds of abuses. Among them,huma n resources ma nagement issues often become the family enterprisedevelopment of the "shortcomings" lies. Human resources and access to thearbitrary closure of the use of repressive and unfair, encouraging unitaryma nner, the development of one-sided ness is the family business of huma nresources ma nagement in widespread problem. To successfully address theseproblems, family businesses, must be based on its own development strategy,business strategy for enterprises future huma n resources supply and dema ndprojections, develop huma n resources acquisition, use, ma intena nce anddevelopment strategy, a high degree of attention from the strategic huma nresources for the acquisition, use and development, build a standardized andsystematic huma n resources ma nagement system.In this paper, using literature data analysis and empirica l data analysismethods to study, the first of huma n resources strategic pla nning theoretica lknowledge of a detailed review of our predecessors in the family business ofhuma n resources ma nagement research on the issue of the summa ry of thesystem, and then to focus on our family business implementation of the huma nresources strategy of the need for pla nning, feasibility, and development ofhuma n resource and the basis for the strategic pla nning of huma n resourcesstrategic pla nning objectives, content, implementation steps.Since China's family enterprise in huma n resources and access to thearbitrary closure of the use of repressive and unfair, encouraging unitary ma nner, the development of one-sided ness, as well as light and heavyacademic ability, light weight and technical personnel and ma nagement staff,ignore cultural construction defects, in the family business in order to fiercecompetition in the market invincible, enterprises must be based on thestrategic objectives and the actual dema nd, the development of huma nresources for the acquisition, use, ma intena nce and development strategy,establishing a standardized and systematic huma n resources ma nagementsystem for the development of enterprises reserves sufficient, qualifiedpersonnel. In the family business in the implementation of the huma nresources strategic pla nning is not uncond itiona l. Socia l and politica l stability,smooth economic development, technologica l advances, laws and regulations,such as the consta nt improvement in family enterprises implementation of thehuma n resources strategy and pla nning to provide the necessary environmentguara ntee the expansion of the scale enterprises and abundant resources for theimplementation of the huma n resources Family Enterprises strategic pla nningand provided the materia l guara ntee for business owners to change the conceptof huma n resources strategy and pla nning for the formulation andimplementation provide a powerful ideologica l guara ntee, the family businessgradua lly improve various rules and regulations for the huma n resourcesstrategy and pla nning for the implementation of the organization guara ntee.Family Enterprises huma n resources strategic pla nning objectives are:According to their strategic objectives and the environment inside and outsidethe forecast to determine the huma n resources strategy to ensure thatenterprises in the appropriate time and place with a certain number and havespecific skills, knowledge and capacity of the structure ; fully exploit theexisting huma n resources potentia l, family members and the group outside ofthe family members live in harmony, complementary; enterprise organizationsto predict the potentia l excess personnel or ma npower shortage and ensure that enterprises have to make timely changes in the external environment, theappropriate reaction.To achieve these huma n resources strategic pla nning goals, familybusinesses, development of huma n resources strategic pla nning, it is necessaryto consider the comprehensive ma nagement of huma n resources and corporatedevelopment of the stage, the enterprise's overa ll strategy, the enterprise'sinternal and external environment, the existing huma n enterprise stateresources, and so as the development and implementation of huma n resourcesstrategic pla nning basis, and from the quantity, quality and structure of thethree aspects of huma n resources strategic pla nning into concrete and feasibleaction pla ns.Because of the specia l nature of family businesses, the paper from staffand heirs of two aspects of the huma n resources strategic pla nning content. Inthe staff pla nning, huma n resources from the quantity, quality and structure ofthree discussions. The number of huma n resource pla nning is ma inly to solvethe enterprise huma n resource alloca tion standards, it is the future of enterprisehuma n resource alloca tion and huma n resources development as a wholeprovides a basis for a specified direction quality of huma n resources pla nningis the selection and enterprises, employment, education and the activities ofpeople in the foundation and prerequisite of huma n resources pla nning for theestablishment of the structure or amend Enterprise Human ResourceManagement System la y the foundation for, it is huma n resources pla nning inan important and difficult. My family enterprises according to their own actualconditions, gradua lly explored for my family business, with Chinesecharacteristics, the huma n resources mea ns the realization of strategic pla nning.In successor pla nning, the selection and training successors two discussions.Generally speaking, my family business in the determination of successioncandidates, one should follow the principle of fairness, the choice should be followed within the family members of his successor, "it" as the ma in criteria;choose his successor outside of the family members, while the "De "as thema in standard principles to be followed in three practice of the principles set ingradua lly. In a culture of the heir to the attention of the former into theenterprise education and training, in the enterprise in the continuing educationand training and succession after the lifelong education.In this paper, the family business and huma n resources strategic pla nningrelated content, on the one hand pay attention to theoretica l studies andintegrated, on the other hand concern practica l level of operation and practica lvalue, hoping to concern for the effective development of the family businessorganizations and individ uals provide a reference value.