Analysis:

Company background: a medium-sized family-owned enterprise, which pursues the business belief of "people-oriented" and aims at "giving back to the society" and "improving the quality of life". The company sets an example and doesn't set too many rules.

Boss background: He is very concerned about employees, often plays the role of "father" in the company, and has high expectations for employees. China culture has a great influence on his management style, and he thinks that the training is invalid.

Ina's background: I have 8 years of front-line management experience in the company, have a high theory and participated in many global business practices. Ina believes that human resources should be strategic and play a key role in the company's important decisions, rather than dealing with personnel affairs. She is a workaholic with advanced ideas.

Question: What should Ina do?

Ina certainly has two choices: one is to stay, and the other is to leave. After a year's work, Ina has completed a lot of work, but many projects have not been recognized by the management. The influence of human resources department is growing, but employees feel at a loss.

In fact, on this issue, Ina has to weigh how far its so-called innovation can go, and the sign of how far it can go is how much support this action can get from the boss.

There are many ways to measure the success of an action:

1. Did the reform result improve the efficiency of the company?

2. Does the result of the reform satisfy most employees?

3. Will the result of the reform make the cost too high?

4. Does the result of the reform adapt to the company culture?

5. Is the result of the reform in line with the company's strategic objectives?

Obviously,

The action of 1.Ina has indeed promoted the position of the company's human resources department, but the number of employees has increased from 6 to 1 1, and these people are all running away, which has obviously increased the cost of human resources and hurt people's body and mind.

2. The company does not support all actions of Ina, and many projects have not been approved by the boss.

3.Ina has a sense of crisis, only wants to enhance the competitiveness of the company, implement target management, and lacks humanized management.

To succeed, the boss's support is the decisive factor, and the boss's support comes from many aspects; Ina used to be a front-line supervisor. Due to the appreciation of her boss, she was promoted to the manager of the human resources department of the group company and entered the top management of the company. However, with the development of work, the boss who originally supported her began to disagree with her, and whether Ina's further actions could be realized also met with many controversies.

Ina's next move should be supported by the boss, otherwise she should not continue to do it.

Here are some reference materials for you to browse:

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