HR Supervisor

Author: Zi Fu
Publisher:
Publish Date: 2005-08-01
Features: Human resources managers must not only know how to use people but also how to use themselves, which is an art often overshadowed by the art of managing people. The old idea that "more hands make light work" is outdated, while the new trend is that "fewer people mean more profit," emphasizing the full utilization of one's own talents. As human resources managers, one must be fair and select the best talents, ensuring that personal grievances do not hinder the company's development. Even if someone has a conflict with you, they should still be hired or promoted if they are qualified. As human resources managers, one must be fair and select the best talents, ensuring that personal grievances do not hinder the company's development. Even if someone has a conflict with you, they should still be hired or promoted if they are qualified. Human resources managers must have broad-mindedness. If you are going to promote a talented person, they must also have the capacity to tolerate others. Think about it: if they cannot tolerate others, how can they manage them effectively or cooperate with others to achieve success? The authority of a human resources manager generally comes from two sources: one is positional authority—you are the manager, and others must follow your instructions; the other is personal authority. I have always believed that personal authority is more important than positional authority. The book's humorous language makes it feel light and enjoyable to read, while the concise text explains complex theories in a simple and understandable way, benefiting even general employees who are not in management positions. While describing management theories, the author also incorporates many philosophical insights into human behavior. What seems like a casual remark actually contains profound wisdom.