Reasons for failure of the three-pillar transformation of human resources

The three pillars are a model of human resources transformation, but transformation is not equal to the three pillars. The ultimate goal of human resources transformation is to break the past functional-centered management thinking and return to business, from functional orientation to business orientation, with the ultimate goal of creating greater value. The key to transformation is to return to the core value of human resources work and establish a customer-oriented work model, which can be reflected in the form of three pillars, a transformation of the three pillars, or other forms.

Ten suggestions for the implementation of the three-pillar transformation

In view of the common problems in the current transformation process, we put forward ten suggestions from the practical level for reference:

< p> 1. Set up an HR transformation leadership office

The reason for the failure of many transformations is the lack of unified leadership, no overall design, the separation of the three fields from each other, the lack of unified language and methods, resulting in the inability to coordinate and ultimately loss of control;

p>

Therefore, it is very important to establish a strong organization to lead the transformation in a unified manner. This office does not have to be physical, it can also be virtual. It is recommended to be directly led by the HR Head. At the same time, project consultants who are proficient in the three pillars should be selected to plan the transformation path from an overall perspective, coordinate the plans of each module, and ensure that each module is within the overall framework. Promote work in an orderly manner.

2. Based on the customer-centered concept, design organizational roles and work content, focusing on roles rather than positions

The three positions of the three pillars do not have to be available at the same time. The three roles can be The split can also be adjusted to different position combinations according to business conditions. For example, HRBP can concurrently assume the role of SSC. In addition, it is not simply a matter of dividing all related work into a certain area, but redesigning organizational processes, roles and working models based on a customer-centric concept. Take TA (Talent Acquisition) recruitment as an example. Although recruitment is generally placed in the first private service among the three pillars, recruitment itself can also adopt a three-pillar design, and BP-TA Partner (recruitment consultant, manager) can be set. etc.), they have relatively fixed service business objects, continue to increase their understanding of customer business, provide customized solutions, and maximize the value of partners; TA's COE plays the role of an expert in the recruitment function and builds organizational capabilities for recruitment. This role can be part-time or full-time; TA's SSC constantly improves delivery capabilities and efficiency, and can flexibly set recruiter, sourcer, coordinator and other roles according to work needs; if necessary, cross-module PM roles can also be set. To meet the needs of specific projects such as school recruitment and fill the gaps between the three modules.

3. Customer-oriented reporting/evaluation path, focusing on customer experience

The division of roles can easily lead to department walls, so it is necessary to establish an internally driven work system to enhance personnel vitality , a very important aspect is the setting of the reporting and assessment relationship.

The customer of HRBP is the business. The BP reporting relationship may be reported to business leaders, some may be reported to HR, or they may be reported at the same time. It differs according to different stages, but it is recommended to use business assessment as the main basis; SSC’s The evaluation subjects are HRBP and employees; the evaluation subject of COE is HRBP. According to the theory of change, when carrying out change, the core issue is not strategy, structure, culture or system, but how to change people's feelings and then change their behavior. Only such an evaluation system can encourage relevant personnel to maintain attention to customer needs and continue to optimize work based on customer orientation, which is crucial to the continued advancement of transformation.

4. Significantly reduce the quantity and proportion of HRBP, improve quality, and set benchmarks

BP is the most difficult of the three roles and requires strong business acumen. To understand human resources management, you must also have strong consulting, influencing and execution capabilities. People who can truly achieve the three are quite scarce. It is impossible for the market and enterprises to find a large number of qualified BPs at the same time (the current situation is that many companies' HRBPs The previous traditional HR personnel were unable to effectively fulfill the new role), and whether this role can be recognized by the business is the key to the success of the three-pillar transformation. Regarding the workload issue, low-level work can be broken down. The BP is mainly responsible for strategic key tasks. The BP will lead a generalist team to be responsible for other tasks, and jointly complete the BP role tasks.

5. The construction of COE should be elite-based and establish diversified and distributed expert capabilities.

In foreign countries, it often takes several thousand employees to be equipped with one COE expert. In China, there are many HR generalists. There is a shortage of experts who are truly proficient in a certain field and are strategic and forward-looking at the same time. The construction of this area cannot pursue quantity, but must maintain its elite nature. Once the COE does not have professional authority, policy formulation will be separated from reality, which will have a great negative impact on the business and HR internally.

In view of the lack of high-quality talents, the selection of candidates in this area can be done through a combination of internal and external methods, with internal experts cooperating with external experts, third-party consultants, and internal expert resources such as HR Head and professional HRBP to form an effective capability. Complementary collaboration model to jointly build team professional capabilities.

COE’s working style takes quality as the first element and does not pursue speed. Policies must maintain a certain degree of stability and avoid changing orders overnight. At the same time, there should be something to do and something not to do, focus on the core concepts and policies, and never go beyond the boundaries and do some instructions that should be the responsibility of the business HR. This is a common reason why the COE loses the support of the business HRBP.

6. The construction of SSC is centered on process and efficiency improvement

After the functions of SSC were divested and centralized from the past business HR, the biggest risk is that it is far away from customers and the response time is increased. The direction is to clearly define service standards and deliver quality through process standardization and modularization with a delivery mindset. Let’s take recruitment sharing as an example. Recruitment must have clear work processes and service standards. It defines how the recruitment sharing will intervene after the business/BP puts forward the requirements, how to determine the delivery standards, and what actions will be taken thereafter, in each link. cycle, as well as monitoring methods in the process; if problems are encountered, how to upgrade the response path and plan, etc. To mature and productize SSC's services, BP can effectively mobilize SSC's products and services to provide end-to-end integrated solutions for the business.

7. Establish a clear work quality standard system and data-driven optimization

Management master Drucker once said? If you can't measure it, you can't manage it?. During the transformation process, it is necessary to establish a structured measurement indicator system around the business value chain from dimensions such as effectiveness, efficiency, and quality, and use data to drive work optimization. Without data, there will be no improvement. We still take the recruitment share as an example. In addition to the common indicators such as total recruitment volume, per capita output, average hiring cycle, etc., we also need to measure channel efficiency, total cost and single cost, proportion of Aged positions, Hiring Mgr and Candidate. Satisfaction, Recruiter's response speed, professionalism, compliance with process execution, number, quality, speed of recommended personnel, and performance during the probationary period of personnel are continuously monitored. These data are the basis and basis for decision-making for continuous work improvement.

8. Set transformation paths and stage goals, and accumulate short-term wins

The essence of transformation is the transformation of human resources, which cannot be achieved overnight, and the resistance will even increase over time. . John P. Kotter, the father of leadership change, believes that failure to create short-term wins one after another is one of the main reasons for the failure of change. Therefore, in the three-pillar transformation, it is important to continue to create some visible and clear small wins. These wins It is conducive to accumulating confidence and promoting the continuation of transformation.

We can prioritize the transformation of BP, COE, and SSC. It is recommended to start with SSC, which is easy to make progress; SSC should not pursue automated self-service too much, and first focus on timely payment of wages and attendance that employees are concerned about. Start by waiting for the requirements, set error rate reduction goals, and continuously improve the integrity and accuracy of the process;

Each area of ??the three pillars must set transformation milestones, key tasks, stage goals and quality standards. Advance step by step; if it is difficult for the HRBP role to transform from an inherent support role all at once, while simultaneously solving all key issues such as business organization, personnel, and culture construction, then in the early stage, you can start with easily defined talent issues and start with talent. Start with inventory, talent planning, personnel development, etc., help business departments solve the most common personnel problems, and then gradually get involved in complex organizational changes, organizational design, work culture, etc. after gaining recognition.

9. Participatory change, collective efforts

Change is often a very difficult process. No individual can set the correct vision, eliminate all obstacles, and achieve the ultimate goal simply through personal power. success. A key to success is gaining more people's buy-in and support and building an effective leadership team. The HR transformation of many companies is only designed by individual headquarters leaders and forced to be implemented by subordinate business HR. This one-way control method is very inefficient. In fact, front-line HR has a strong desire to be freed from administrative work. Obtaining their support and allowing them to contribute their ideas and abilities is an important secret to the success of human resources transformation.

10. Learn and refer to industry benchmarks

Fei Min, former vice president of Huawei, once said that an important experience of Huawei in the construction of processes and process-based organizations is to design with reference to industry benchmarks. Hire well-known companies as consultants and successfully implemented IPD, ISC, IFS, ISD, LTC? and other processes; the three-pillar transformation also needs to refer to the best practices in the industry. Nowadays, in China, it is often talked about learning from the three-pillar practices of Huawei, Tencent, and Alibaba. However, these companies have actually only begun to transform in recent years and are still in the process of transformation; the earliest ones to transform were IBM, HP and other multinational companies. They completed the transformation in the 1990s and summarized a large number of Experience and lessons learned as well as effective tools, methods, processes, IT systems, etc. are also learning objects for Tencent and Alibaba. When enterprises are undergoing transformation, they may wish to conduct in-depth research on the implementation practices of these pioneering company systems and local leaders at the same time, so as to avoid many detours.

In short, in the process of three-pillar transformation, it is not advisable to act too hastily or to expand the scope too widely. More importantly, it is necessary to grasp the key links based on reality and continue to promote changes in a more flexible and easy-to-implement method.