1, HR transformation changes the lead enterprise reform, this is the era of worldwide enterprises are facing the common task. American management scholars Ali made a de Geus, who was once ranked by Fortune 500 companies, The average life span of only 40 to 50 years, he was the "long-established" in-depth study found that the ability to change, but the initiative, continuing to promote the transformation of these companies is the secret of longevity. Today, more and more enterprises have come to realize that, from the Evergreen Foundation initiative to change. Understanding the economy from the traditional industrial economy to a knowledge-based economy, business survival and development of the external environment is becoming increasingly complex, increasingly competitive, Customer demand for more variety and personality, enterprises only played the internal organs, constantly changing, upgrading technology and management and competition, to adapt to changes in the environment, to ensure the live organism. The author of many years of human resources management consulting practice and the process of how HR change must become the lead change, not the success of HR transformation, it is impossible to have a successful enterprise reform. The reason why so much emphasis in enterprise HR transformation changes to the leading role, It is not because we as a human resources consultant or human resources manager of the identity, but as human resources management in a unique position. Human resources management level of enterprises determines strategic goal can be smoothly realized. Enterprise reform is real and difficult concepts, awareness, mechanisms and the adjustment of interests, any of the organizations involved, the reorganization of business processes, the use of technical systems such as the changes will touch on the underlying these difficulties. This is precisely what HR transformation with the mission. It is in this background, 1990s in the last century, the world, Human resource managers are re-defined roles, as they were CEO's assistant business, a strategic partner, change agents. Leading enterprises HR transformation changes, and this is also as a HR manager or a consultant, changes in business, as advocated by a basic philosophy. Two, win the first battle of life and death decision enterprise HR transformation changes will inevitably involve redistribution of interests. order adjustments, or changes in the concept of behavior change, often by many internal and external factors influence and limitations, particularly from their own internal factors obstacles and resistance. How to effectively promote the HR transformation? The author believes that the success or failure of reform deciding life and death, and decided to change to win the first battle of life and death. HR enterprises must change to win the first battle. Let us look at two cases. Case 1 : performance management into trapped in a "marathon" A stalemate is a traditional manufacturing enterprises. in the trade for a certain degree of influence and visibility, undergraduate and higher education staff nearly 25%. Company intends to implement a new performance management mechanisms as a starting point to improve the quality of their products and services, improve work efficiency, increase its market share. A company in its leading performance management initially encountered a lot of resentment and internal constraints, such as : Psychological fear staff, middle managers on the implementation of performance management skills do not know, and so on, for A large-scale companies have launched a series of propaganda and training, invested large amounts of time and money changing staff attitudes and performance management work habits, improve middle-level managers in the implementation of performance management skills. Introduction to the Performance Management for a "warm-up." But Company A "warm-up" completely, not completely let employees and managers master the skills of performance management, and the elimination of all outstanding quality condensate (performance management program has had its own problems), the general manager of the company's determination to have some shaken, support weakened, the company has to fight for the middle managers and staff participation, would give middle managers and staff more understanding and mastering the performance management operation time it did not immediately enter the "performance contract" approximately, and the signing stage, after three months later, then the implementation of performance management has been very difficult, seen the adverse. First, encourage the staff and the mood of the psychological dilemma, the employees of the original more customary loyalty; followed by the performance management program is not the manager and staff agree that the loss of performance management implementation of the favorable opportunities again,; HR departments in a very awkward position, the lower the prestige, work hard to carry out, that is to "create business" sector; Finally, Managing determined enough, the lack of confidence. Consequently, the implementation of performance management into the "marathon" stage, to the extent that performance management into the ultimate "abortion." Case 2 : stress communication strategy into successful performance management company B is an IT manufacturing enterprises Undergraduate and over 50% of academic staff. Leading companies in the support and advocacy, Human Resources, the company formulated a set of performance management programs, approved by the company after the promulgation and implementation. Program : Performance Management Corporation, Target management methods, job categories and sub-level posts to set goals and plan evaluation, appraisal cycle to once a month. examination results and performance wage linked to the month honor, crossword punishment. Performance wage base for the original staff wage income of 30% of outstanding performance can be increased to 30% 30% poor performance will be 30% of the downward adjustment of 30%. Published program at the same time, the company immediately Human Resources chose the company with the typical staff groups, We listened to feedback. After investigation, they sum up the middle managers and staff performance appraisal concerns and questions about the main three : First, "Why pursue performance management, performance management not previously we are not working?"; The second is "Why should a monthly assessment, we do not have time to do." The third is the "wage base performance of the original wage income part, performance is not satisfactory, income will be lower, we do not agree." To address the problems, company B, Human Resources, first made careful preparations, and then in the company of propaganda, interpretation and training, focusing on the changing concepts, and enhance awareness of the full performance of the propaganda system performance management programs, training staff at all levels. allow up to the senior leadership, the next to the staff, able to master the operation of performance management skills and the initial skills, won full recognition and participation on the case, Human Resources, strike while the iron is hot, determination, resolve contradictions, use a month's time to enter the "performance contract" approximately, interviews, and the signing stage, Introduction to win the first battle of the performance management, and in keeping with the requirements of the program implementation process of performance management, standardized management of the company has laid a good foundation. Into the same performance management system, is also facing many challenges and obstacles, but the result goes marina difference, in my view, One of the most crucial difference lies in whether or not we won the first battle. Theoretically speaking, the reason that the change to win the first battle between life and death, because : HR management changes credibility if audiences started to change, promoting, implementing a lack of trust, changes in the smooth progress is inconceivable, "the first battle" unique is that it is the credibility of the establishment or management of the key. In fact, as agents of change in the beginning of change management failed to establish credibility and lead to changes examples of failure and management consulting practice will often see. Potential changes in the real change is a trial of strength, the old and new mechanisms, new and old concepts, between the old and new order, the contest HR successful reform of the secret lies in its ability to change from the start, gradually expand the reform supporters of the team, establishing the process of change, sustained, in-depth internal mechanism for borrowing the concept of physics, can be termed "potential." Changes initiated after the change of traction forward in the potential energy accumulated, or pulling back changes in the energy accumulation, "the first battle" is the key. Third, how to win the first battle of HR change how winning the first battle of HR transformation? We change from the real gained some experience, that can be simply summarized as "1234 strategy." 1 : a clear HR transformation must be established before the change clear goals and direction HR transformation As long as a clear goal and direction shaken. If there is no change for HR clear description of the mission, the agents of change or not to change the internal direction and the state formed a consensus, we strongly recommend changes develop slowly. 2 : 2 HR concerns in the reform process, we need to pay attention to the many aspects and However, the most crucial is twofold : "" the concept, habits and behavior change is the most difficult. no notions of profound transformation, the change would be difficult to make progress, on the contrary, once notions been changed, HR changes in technology and methods of promoting the level becomes Plains. "Interests of orderly" change the essence of the adjustment of interests, if the changes were for the interests of the existing order, and the reform would touch on the interests of order, attempting to establish order in the interests of no deeper understanding, changes in the failure is almost inevitable. 3 : HR for three main changes, there are three main, the most important should take targeted strategy. Won the senior leaders of the recognition and support of any one HR management changes come from the enterprise development needs. may be made by the Board of Trustees, it is probably the high-level, the more likely is the business sector. HR may also be proposed by a department, and so on, but no matter where the demand comes from, the successful implementation of HR change, CEO must win the senior management team recognition, determination and support. Win the business sector manager of the "heart" HR managers must be good at business managers and the establishment of strategic cooperative partnership the relationship between line manager must truly understand their HR transformation of the value and positive significance. Won their participation HR staff changes is the ultimate audience, HR transformation of the arts is to passive audiences into active promoters, and staff to participate in the opportunity for change, is the best method. No staff involvement, relying solely on HR-driven changes, it is difficult to be successful. 4 : changes in four key role in the transformation of HR plays a very special role HR staff should first complete its own role changes, strive to cultivate the capacity to innovate. This change to the current Chinese enterprises HR manager, is particularly important, This is also deciding whether HR into a strategic level, the key. Gradually proceed to build a new system or a new mechanism, not to consider some ways, so that the staff is familiar with and involved in a process, the first into simple formula, following the implementation of process improvement, optimization, so easily accepted by the employees, thus achieving the purpose of the management of change; If the existing system is based on the changes according to the actual situation of "divide and conquer" approach, gradually evolve, the first less difficult, management changes to achieve the objective. Carefully prepared using scientific and reliable technical changes in the development of programs, initiated prior to the careful preparations, in the implementation process controllability, and predicting possible risks and have plans for doing so can some up missing, To win the first battle to provide technical support. HR insight and the courage to change is not blind, and have input, certain organizational behavior will affect personal behavior, thereby affecting the overall performance, Therefore, the change requires leaders who have the courage, perseverance, wisdom and strategy will change and improve the corporate culture, personnel and management information systems into organic combination, The successful realization of reform.