First, human resource management from hot to cold-historical background China enterprises' enthusiasm for human resource management can be traced back to 2000. After China's entry into WTO, in order to cope with the competitive pressure of the global economy, the management of enterprises in China has been paid more and more attention. With the attention of enterprises to management, human resource management has gained unprecedented "enthusiasm". Especially from 2002 to 2005, human resource management has been a hot topic, and the business community particularly favors human resource management modules such as "recruitment and selection", "talent training", "performance appraisal" and "career planning". However, since 2006, human resource management has been generally ignored by enterprises, but enterprises have not given human resource management practitioners the status and attention they deserve, and human resource managers have been given a "cold shoulder". Second, the human resource manager's embarrassing situation-general confusion, human resource management was snubbed, and enterprise management was caught in a dilemma. On the one hand, a large number of fast-growing, dynamic but chaotic growth enterprises urgently need to learn from and introduce talents from management, and they have a great demand for learning and talents. On the other hand, in the case that enterprises are keen on learning and calling for talents, human resources practitioners with rich management experience and professional quality generally encounter cold reception, awkward position in enterprises, frequent flow and great feeling that talents are not satisfied. The emergence of this situation is generally puzzling. Most researchers engaged in human resource management are facing the crisis and are also looking for answers and ways out. Third, the environmental thinking of human resource management-traditional culture The author believes that the emergence of this contradictory situation has its historical inevitability. Except for some state-owned enterprises and start-up enterprises, most enterprises in China belong to growth enterprises, all of which are facing the problems of overall transformation and management upgrading. In the process of promoting the transformation, enterprises are greatly influenced by China's traditional culture of ruling by man, leaving behind a series of problems that affect their transformation, such as thinking mode, interpersonal relationship and face culture, which make the successful transformation of enterprises more complicated and difficult. People are generally thinking: Can human resource management, which was born under the western social environment ruled by law, solve the difficult problem of enterprise management under the cultural environment of China's rule of man? Fourth, the latest mission of human resource management-enterprise transformation The author once wrote an article "The transformation of private enterprises: key points, hot spots and difficulties", which talked about the management focus of most growth enterprises in China, generally focusing on the two bottlenecks of enterprise scale and sustainable development; Human resource management, especially performance management, has always been the focus of business circles, promoting the decentralization of entrepreneurs and improving the enthusiasm of employees. However, the management difficulty that is often ignored by people, that is, what really affects the upgrading of enterprise management is its structured decentralization system-organizational change and infrastructure construction. Human resource management not only needs to attach importance to the traditional functions of human resource management, but more importantly, endow human resource management with organizational construction functions. This means that human resource managers must face and undertake the important management task of solving enterprise transformation. Enterprise transformation is not so much a management topic as a management problem. The organizational transformation of enterprises should be a relatively easy thing in the western society ruled by law, but it is particularly difficult in China ruled by man. Because China's traditional culture of rule by man is a collective culture, not a real organizational culture. Traditionally, China was a dragon and three were three worms. The traditional story says that one monk carries water to eat, two monks carry water to eat, and three monks have no water to eat. All these are saying that China lacks strong organizational and cultural genes. Andy, former CEO of Intel Corporation? Grove also said that China people have an innate creativity for wealth, but they lack interest and concern for the organization and its operation. There are three cornerstones supporting the healthy development of enterprises, namely, organization, culture and strategy, and the transformation of growth enterprises in China should basically revolve around this cornerstone. As far as the present situation of enterprise management is concerned, most of these basic tasks will be undertaken by the human resources management department. Therefore, it is human resource management that undertakes the important mission of enterprise transformation. V. Basic Work of Human Resource Management-Organizational Management The premise of human resource management should be organizational management. Organizational management is the premise of human resource management. When I provide transformation consulting services for enterprises, I first transformed the human resources management department of enterprises into "Organization and Human Resources Management Department" or "Enterprise Management and Human Resources Department", all of which originated from this. Organizational management and human resource management should be integrated. Organizational management focuses on organizational structure, division of functions and management of managers, while human resource management focuses on the management of employees and posts, including selection, training, assessment and employee career planning. If we insist on explaining the difference between organizational management and human resource management, it may be more appropriate to use the metaphor of a building: organizational management is the foundation and frame structure of a building, while human resource management is the building and decoration material of a building. If growth enterprises do not change the original organizational structure through transformation and implement human resource management, they are using modern building decoration materials, building houses with basic frameworks and building modern buildings, which is impossible to build. I think this is the deep reason why human resource management has been neglected. Sixth, let the human resource management "cow" According to the viewpoint of "separation of three powers" in the organizational system, human resource management will inevitably become the "management right" of enterprises because it undertakes the core functions of management. They have the same status as the "decision-making power" of entrepreneurs or board leaders and the "management power" of production and marketing operation leaders, and are also members of the core leadership team of enterprises. Enterprises want to realize "benefit from management" through transformation, so as to obtain large-scale and sustainable development, they must pay full attention to the new organization and human resource management, and give them corresponding status and remuneration. If human resource management can effectively undertake the important task of enterprise transformation, it means that the value embodiment of human resources is of epoch-making significance. Based on the above arguments, the value of organization and human resource management can be summarized as follows: production and marketing business provides direct and short-term economic benefits for enterprises, while indirect, sustained and large-scale economic benefits of enterprises must be created by human resource management.