The road of human resources transformation

This is an article I learned before about the road of HR transformation. I mentioned it again today because I talked to my partner about this topic, so I want to share it here and plan to be lazy once. The full text is as follows:

Will leave us at the end of 2020. In the past year, we talked about growth, the value of growth and human resource management closely related to business. At this time, we hope to establish an HR team that will continue to create value for the enterprise.

After HR workers have been engaged in HRBP for several years, they will enter a state that is difficult to break through, and will produce a method that can create greater value for enterprises? What is the development path of HRBP?

In the book Advanced Practice of HRBP, the author puts forward that HRBP is a way of thinking and doing things, and it is also a more essential role cognition of HR posts, that is, all HR are business partners, and in the final analysis, they all serve the business.

After the hero of this book was promoted from the manager of HRBP team to HRD, its pattern and vision have changed greatly. We can look at the role of HR team in business development from another height, and get the important cognition that "HR team is the BP team of the enterprise, and HRD is the largest BP (business partner)", so as to rethink and define the value of HR team, and focus on the goal of promoting the business development of the enterprise, grasp several key main lines and explore in practice.

This book introduces the problems and challenges encountered by HRD in practical work in the form of case stories, and solves these problems and challenges with the idea of BP. These stories are highly representative and I believe many enterprises will encounter them. The HR solutions provided in the book focus on local conditions, are simple and effective, and focus on inspiring readers' ideas, which can be used for reference by HRD and HRBP of various enterprises.

0 1 To do BP, you must first understand BP.

As a strategic partner of human resources, HRBP needs to work from personnel planning, personnel allocation, recruitment and talent development, employee relations, corporate culture construction, employee motivation and so on.

There are three common types of HRBP:

Transactional: Also known as hands-on and task-based work. In addition to the six modules of human resources, we have to complete a lot of work in the business department. Once you receive the task, you will be busy from morning till night, from brushing your resume to doing PPT, from data maintenance to organizing employee activities.

Strategic type: also known as brain type and mouth type work. Although we still need to complete the work of "selecting, using, educating and staying", we need to change from simple "how to do things correctly" to "do the right thing" and change our working methods and contents.

Strategic: also known as heart-oriented and forward-looking work. It means that BP looks forward to the future development trend of the company from the perspective of managers, rather than just looking at the business completion in the next quarter. (Excerpted from HR to HRBP ...)

To sum up the work of HRBP in one sentence is to understand business, promote talents, promote culture and improve efficiency.

Learn to change your mind so that all HR can become BP.

With the development of human resources, it has become a trend to regard human resources system as COE, HRBP and HRSSC. When we transform from traditional HR to HRBP, the first thing we encounter is the change of thinking. Different roles serve the business department. The whole HR team is the company's HRBP, and everyone has the responsibility to solve problems and provide value support for the business department.

HRBP not only represents the specialization of role division, but also represents the awareness and ability of HR team to provide services for the business, making HR team members become partners of the business department and supporting the success of the business department. This is a correct understanding of HRBP.

In many enterprises, the development of organizations requires traditional HR to be integrated into business teams as soon as possible. However, limited by the traditional HR thinking mode, "slowness" was the biggest obstacle to BP's growth in its early days. Therefore, HRBP should play the role of prophet, premise and forerunner.

Foresight, first, we should take the initiative to understand the new trends and changes in the business and reserve talents in advance. The second is to gain insight into the development trend and changes of talents in the industry and timely transmit information to business departments for reference in business decision-making. First, in order to solve a problem, we must first consider what the problem needs to solve and make plans in advance. First, it means taking action, not passively waiting, but "preparing for a rainy day" and preparing for expectations.

Thinking and consciousness are the most important things.

03 HRBP should be the promoter of enterprise management.

The most fundamental value of HRBP is to promote the company's business promotion, which is the most important direction of HBRP work.

Traditional HR is mostly hindered by daily work, and most of the time is spent on solving the daily affairs of human resources, and little energy is devoted to the development of enterprise management.

In some small and medium-sized enterprises, it is even more difficult for HR to access the corresponding information of enterprise management, which makes it impossible for HR to integrate human resource operation management into strategic thinking and action plan from the perspective of enterprise management.

When HR is transformed into BP, how to promote business promotion, in addition to the adjustment of ideas, but also from the industry performance design. In different types of companies with different plans, the role positioning of HRBP is also different.

It is mentioned in this book that there is a performance management mechanism to promote enterprise management.

HRBP should strive to continuously consolidate and optimize the performance management mechanism, introduce performance management tools to enterprise executives, guide and help them to establish employees' performance goals, do a good job in performance counseling, guide them to make fair evaluation and transparent feedback, encourage employees to give play to their performance, provide opportunities for employees to improve their performance, and make their performance output better and better.

Really effective performance management can motivate employees to "jump up" consciously, reach higher standards, and constantly refresh this standard. The performance of employees has improved, and the operation of the company will naturally be good.

04 HRBP should create greater value for enterprises.

If your voice business department doesn't pay attention to it, it's because you are not close enough to the business and don't think from his point of view.

HRBP is a business partner, which is not empty talk. So, how can HRBP create more value for enterprises?

First of all, consider the connection with the business before doing things. HRBP should actively seek the connection between HR work and business, and make use of this connection point in communication with business departments, so that business executives and employees can better understand the significance of HR work and the value it brings to them.

Secondly, I am familiar with the company's organizational structure and operational data. To understand strategy and business, HRBP should not only remember business data, but also learn to see problems from business data and link them with human resources. The reason for this is that human resources should formulate the initial strategy according to the business situation. Some essentials are ahead of the business rhythm, and some can lag behind the business rhythm, depending on the needs.

Third, being familiar with HR policies can help business departments explain policies; Understanding policy is one of the basic requirements of HRBP. Only by memorizing the company's policies, when the business department comes for help, can the business department better understand the policies and human resources through the interpretation of the policies. Understanding from another angle is to achieve the purpose of providing higher-level value for business departments through this behavior.

Fourth, we should know how to help enterprise executives find problems.

The above problems seem simple, but for HRBP, any process needs constant practice and accumulation, which requires extremely high professional theoretical knowledge and HRBP's personal professionalism. Excellent HRBP will always look at human resources from different angles and help or assist the development of business departments.

Write at the end:

We have been talking about how to realize the transformation of value-oriented HR, and to truly realize the value of HR, no matter in which position or industry, we need professional and practical support in the end.