How HRBP Understand Business —— Business Onion Model (IPO)

1. What is the commercial onion model (IPO)?

The business center is like an onion. The "business center" is like the business onion model (IPO) shown below.

The first layer: industry.

What industry are we in? What industries are there upstream and downstream? How big is the cake in the whole market and who are the peers? What are the competitors' ways of playing? What are the innovations in our business model? What are absolute competitive advantage and relative competitive advantage?

The second layer: the product layer (Produce)

What is our cake, what is our main product, which products are defensive and which are strategic, and the core innovation of the products is which circles are our users and how the first wave of users came.

The third layer: the operational layer.

How do we make cakes? Is the core team a technology gene or a sales gene? How is the organizational structure and team divided? How does the business process work? How do various blocks (such as R&D, production, sales and after-sales) operate? What are the inputs and outputs of each position?

? The core logic among the three layers of the commercial onion model is that any company exists in the industry, a company depends on its core products/business, and a good product needs reliable operation and management.

? Second, the four key points of the business center?

1, "the origin of the company's business"

In fact, it is the initial intention of boss to start a business, the company's main business, closed-loop business, how the company makes money, the existing core business and core products.

2. "Nodes of organizational growth"

At this stage of the company's development, correspondingly, are the people and organizations in the team matched, the drums are accurate, and the rhythm and pace are consistent? Does the current organizational structure and talents meet the business development?

3. "Management difficulties"

How did the values advocated by the company sink? How to avoid over-commitment to users and over-squeezing employees? How does team culture taste now?

4. "Blind spots of business partners"

Does the boss care whether the cadres who are not in sight are competent and do a good job? What abilities do cadres promoted by the fire line need to supplement?

? Of course, different bosses must have different interpretations of business and requirements for HR, which is the "starting point" of HRBP.

? Then let's talk about how to be a HR close to the "business center".

Third, how to get close to the business center?

1, reflecting professionalism.

How to reflect the professionalism of HR? How can we show the professionalism of hearing? For example, two HR with weak business awareness and strong business awareness meet the job requirements of a technical director. They are recruiting an R&D manager. as follows

Human resources with weak business consciousness and human resources with strong business consciousness

The boss has weak business sense, HR has strong business sense, HR

Need to recruit a front-end development manager, and now this one has to go! What are the specific requirements for this position? 1. Can this front-end manager find a way to stay now?

2. I can't stay any longer, can I ask him to recommend me?

Background requirements: background of Internet companies above the second line, preferably with working experience in listed companies, bachelor's degree, more than 3 years of front-end development experience and leadership team experience. Ok, 1. Which companies do the front-end work better?

◆ Learn more about the current front-end manager and think about countermeasures.

2. Why don't non-second-tier Internet companies consider it?

Being a front-end teacher is usually not high. Can we relax the rules of unified recruitment for undergraduate students?

Budget:1.50,000 1.5w's good salary is obviously out of line with the market situation. Should we raise wages a little or make demand more grounded?

◆ Communicate salary standards.

As soon as possible. Now the manager is leaving next week. I will do it as soon as possible. What is the specific front-end development volume at present?

2. What problems do you want this front-end manager to solve after he comes?

3. Is the development progress coordinated? Or quickly improve the existing front-end development level?

4. How to arrange the company's online products and existing revisions in the next three months?

◆ Communicate the work situation of the post.

If HR knows nothing about business, job content and industry salary benchmarking, how to ask these questions? Only a strong sense of business, close to business. Only by accurately grasping the work requirements and adjusting the focal length can we ensure a high shooting rate.

Now, you know the "person" and "face" of the enterprise, but do you really know the "heart" of the enterprise?

Step 2 "get on the bus"

(1) Novice, basically no contact with business.

If you are out of touch with the business, you can basically bid farewell to the basic literacy of an HR.

Of course, it is impossible to be completely divorced, because there must be cooperation and support in daily life. Apart from daily support or functional management, I don't know what the business is doing, I don't understand it, and I don't care. I just want to be a beautiful melon eater quietly.

(2) getting better and better, knowing something about the business.

At present, the situation of most HR is that they have a general understanding of the business and industry in which the enterprise is located and the core business processes of the enterprise, but they are still at the surface and shallow level of the business, so they cannot do more detailed research and analysis.

At this level, it is basically no problem to cooperate with the business at ordinary times, but if you really want to be a business partner, or do a good job as a consultant and expert, and provide truly pragmatic solutions, you are somewhat willing but unable to do so, because you have not yet touched the details of the business.

(3) Deep integration is an ideal realm.

That is, on the basis of the second category.

That is, you should really jump into the business to understand the details and actual operation of the business. It's not easy. Generally speaking, if you really want to jump into the business, you still have to participate in the actual tasks or projects of the business and undertake a job in them. Only through the whole process of the project can we have a deeper feeling and understanding of the situation.

In short, HR is really close to the business, not only knowing the "language" of the business, but seeing the essence of the business.

? 3. "Make a small cotton-padded jacket"

Business needs to solve problems, not a paper solution; Business needs excellent talents, not direct dismissal; Enterprises need team stability, not exit interviews.

? Remember: HR should be close to the center of the business, don't be the translator of the leading department, and be the intimate little cotton-padded jacket of the business.