A comprehensive article: HRBP, COE, SSC

In fact, HRBP is a bridge and translation between human resources department and various business departments. COE is a human resource expert in the professional field, and SSC is mainly implemented and maintained based on some management systems of the company.

Today I want to talk to you about the three pillars.

The three pillars can be said to be a very important part of the HR field and a necessary career direction for many HR friends to pay attention to their careers.

Looking back on the course of the three pillars, human resources are actually divided into six modules.

These six modules include: human resource planning, recruitment and distribution, training and development, performance management, salary and welfare management and labor relations management.

Did you find that the six modules of human resources were differentiated according to the work content?

In other words, for a long time in the past, human resources in the domestic environment was a practical type of work. Even now, many HR enter this industry and think that human resources is to recruit people and pay wages.

In fact, it is a very practical work, but with the development of society, various enterprises pay more attention to talents, and everyone's views on human resources have undergone some essential changes.

In the past two years, there has been an increasing demand for human resources professionals or experts in both markets and enterprises.

In recent years, some changes have taken place in the field of human resources.

One change is that with the tide of internet entrepreneurship, many industries with very stable modules have begun to undergo great changes due to the rapid promotion of capital and changes in the economic environment.

A company's strategy may not change much in the original time or space, starting from 10 for 20 years, but now a company's strategy often changes in 1~2 years, and even some companies will change several strategic directions within one year.

Therefore, with the change of the market, the overall strategy of the company, including the strategy of employing people, will also change.

Another change is that the cost of human resources is increasing.

In fact, when HR calculates the human resource cost, it knows that the whole human resource cost has increased very fast in recent years, and in the original one-production and two-production, human resource cost is not the most important part of enterprise cost; However, with the change of industrial structure, after some asset-oriented enterprises gradually quit, human resource cost has become a very important cost for enterprises, and the whole human resource cost is constantly increasing.

Now many enterprises are still using the new points system, and even have not used broadband salary. In this way, the whole salary structure of the company will be very single, and the whole functional module will not have so rich adaptability.

There is also that employees are becoming more and more difficult to retain.

Nowadays, the proportion of post-90s and post-90s employees is getting higher and higher, and the overall willingness of employees to obey corporate orders is decreasing.

But after all, the strategy of human resources is aimed at people, so when the wishes and ideas of talents change, our talent strategy will also change.

This directly or indirectly leads to such problems in many enterprises under such complicated and changeable circumstances: even if the strategy of salary adjustment and overall performance is improper, the combat effectiveness of employees will decline. Sometimes if your salary is not in place, the employee will leave directly, and some employees will not leave, but he is dissatisfied with the whole salary strategy.

In fact, when employees are dissatisfied with the company, they don't have to leave, but there are also various passive strategies.

This is very harmful to the company, especially the cost.

Out-of-control costs will cause the growth rate of enterprises to decline year by year, leading to a greater crisis in the revenue and profit situation of enterprises.

However, when the growth rate of revenue and profit declined, the growth rate of salary did not decline.

Why?

Because employees are used to the rapid salary increase of 10~ 15 in the past, it is difficult to pull him back directly. When an employee is used to the annual 10% salary increase, if he doesn't get the 10% salary increase this year, he will feel that the company has deducted his salary.

Therefore, with the decline of corporate income, the cost of human resources will become more and more out of control.

Faced with such a situation, what should I do if I want to adjust my human resources strategy?

At this time, it is necessary to help enterprises better control the cost of human resources, help enterprises attract and retain employees, or help enterprises better promote talents or tap their abilities, so that enterprises can gain an advantageous position in the competition of the whole industry.

In the end, HR can get the right to speak and attention within the enterprise.

Faced with such a complicated market situation and the specialized demand of human resources, the standards of employing people in enterprises have also begun to change.

0 1

The concrete situation of HRBP, Council of Europe and South-South cooperation

The original enterprise regards human resources as a functional department, so it is divided into six modules. However, when it wants to improve its professionalism, the change of recruitment standards makes the three pillars gradually become the new standards for enterprises to recruit human resources or locate human resources.

These three pillars are South-South cooperation, contingent-owned equipment and HRBP.

SSC is actually a basic operation function among the three pillars.

For example, the simplest access. These basic operations are actually handed over to SSC.

COE is more of an expert consultant who has the ability to formulate the company's human resources strategy according to strategic adjustment, strategic change or enterprise development stage. In the process of enterprise development and change, it can dominate the human resources system of the whole company, including the whole management process.

In fact, HRBP is a link, and it also has its own decision-making power.

In fact, it is not the content of the work that distinguishes the new three pillars, but the professionalism of the work.

With these three pillars, the positioning of human resources in the whole company is different, so how should we find our own positioning? Which position is more suitable for you?

So today I will briefly analyze each role in the three pillars.

What's the difference?

What kind of abilities does each role need?

How do you evaluate your suitability for this role?

Which pillar is your future development direction?

Which pillar has the best career development prospects?

For yourself, what is the role of making a fortune in official career and earning higher wages?

First, let's look at COE.

Is a human resources expert in the professional field.

What do experts do for enterprises?

The main function of COE is to design a complete set of human resources system for enterprises, including many detailed systems, and promote its implementation.

Therefore, COE is actually the designer of the whole human resources system. We can customize the relevant human resources system for the company from the macro perspective of enterprise strategy and talent management, as well as the company's development strategy in the next 3-5 years.

This is a major function of COE in HR.

COE, as the main designer, what does its design module contain?

The first is the organizational structure.

If you build a complete human resource system for an enterprise, the first thing to do in this process is to build an organizational structure.

Organizational structure and rank system are the basis of all human resources systems, so broadband salary is actually based on the rank system in the organizational structure.

What about the performance system?

It is designed according to the job content and qualification of the post and its importance in the whole company strategy.

Sometimes the performance system is job-based, including the qualification system.

On what basis is the welfare system established?

Generally speaking, the welfare system is based on the hierarchy. For example, the enterprise hierarchy is usually divided into executive directors, managers, supervisors, commissioners and assistants.

It contains many ranks, and its welfare system is generally not as detailed as the performance or salary system, and it is basically director level, manager level and Commissioner level. This rough distribution is enough.

Even the company culture is actually based on the post system, rank system and qualification system on the organizational structure.

Therefore, organizational structure is the first and most important step for all companies to design human resources systems.

Once there are problems in the organizational structure and rank system of an enterprise, it is difficult to carry on the post system and division of labor system of an enterprise.

Therefore, the organizational structure is the most important, and COE needs to be reformed bit by bit according to the whole governance system.

There are three d's in COE: OD, LD and TD.

OD is actually to construct organizational structure, salary system and performance welfare system according to the company's situation.

Then there are two, one is LD and the other is TD.

LD is mainly engaged in training system. When the whole system of the company is completed, LD is needed to make employees reach the goals or levels needed by the enterprise.

The work related to talent training and career development is what TD needs to do, such as providing channels for talent promotion.

Therefore, COE actually includes all systems of the company. The original six modules were actually separated from each other, but now all the systems are completed by COE.

In fact, it is because the professional requirements for system construction are getting higher and higher.

But also need to have a holistic thinking, put these parts together, design the system according to the company, and then push these systems to the ground. This is the main function of COE.

Followed by SSC.

SSC is mainly implemented and maintained based on some management systems of the company.

In fact, SSC is a blue collar. When the salary system, performance system and management system are completed, someone needs to implement them.

Generally speaking, the hard work of the original six modules is now completed by SSC.

Therefore, after the establishment of enterprise system is handed over to COE, the work content of each module is handed over to SSC for operation.

It is actually the module with the lowest technical content but the hardest work among the three pillars, and may be replaced by some systems soon in the future.

SSC is not only the most tiring module, but also earns very little. Therefore, HR, which has been at this stage of SSC, should improve its relevant ability and turn to HRBP or COE, otherwise its future career development may be greatly hindered or reach a bottleneck.

Finally, look at HRBP.

HRBP is often called translation.

Why?

It is actually a bridge and translation between the human resources department and various business departments.

It should be noted that COE focuses on human resources, but the construction of human resources system is definitely not step by step according to the steps in the textbook, and must be decided according to the different situations of the company.

For example, the two pharmaceutical companies are relatively, and their industry status is similar. One is the first and the other is the second, and the scale is similar.

However, when the two companies do the job and salary system, the final result is completely different. Why?

Because the strategies of the two companies are different.

For a key R&D company, their goal is to develop a drug that belongs to their own intellectual property rights, and then occupy the market and plan for the company's long-term development. Therefore, their company's R&D voice, job value, R&D department size and human resource allocation, including salary performance, are all high, but the sales volume is very low.

But for the boss of that company, I told him that if we drink today, we will get drunk tomorrow, and we will make money first. Therefore, the company's sales staff account for more than 80% of the whole company, and the whole R&D and products should be coordinated. Therefore, the position of the sales voice of that company in the post value structure, including salary and performance, is higher than that of other departments.

According to the knowledge of normal human resources, their systems should be similar, but in fact they are very different.

Every team is a big team, and a business department needs to send an HRBP to understand the team's situation and then feed it back to human resources.

Why should he know?

Because he knows human resources, he has a specialization in his field. You can't understand each other if you have different professional directions.

Although R&D specialists are recruited by different teams, it is necessary for HRBP to give feedback and make adjustments according to the local team's business situation and local staffing.

In addition, employee care.

When HR is doing welfare, it can make some special adjustments according to the local culture.

Let me give you an example. For example, people in some places like to eat salty zongzi, while people in some places like to eat sweet zongzi. Some HR will only hand out zongzi according to the employee list, but he can ask HRBP directly and the answer will be solved.

Of course, this is a small example, but how HR should care for employees can be decided according to the situation of employees.

There are young employees there, so enterprises will organize this kind of young and upward group building activities; They are all old employees, so they organize activities such as drinking tea, chatting and fishing.

It is the key to maximize our human resource management to adjust our human resource strategy or human resource strategy in real time according to the team situation.

Understanding is the most important thing, and the most important thing for human resources is to adapt to local conditions.

02

The development direction of the three pillars in the future

Knowing what the three pillars do, I'll tell you whether they are good or not later.

The first is COE.

In the future, one of its main work contents and career direction is to build a system and establish relevant systems.

If we want to develop into a COE, we must understand these problems:

What are these systems that need to be established?

How to establish these systems?

Is it too late to go to school?

Many people also say that enterprises have not turned in the direction of tripartite confrontation. Should I learn?

However, we should know that any trend of human resources starts from first-tier cities and industry leaders, and then at a suitable stage, small and medium-sized enterprises will begin to imitate and then spread to the whole industry.

We need to know the future trend in advance and make a good career plan.

Opportunities are always reserved for those who are prepared, right?

The second is HRBP.

He needs to understand the situation of the business team and implement it according to local conditions. At this time, he needs two professional abilities.

First, have good social skills.

In the new team, there may be only one HR, and the others are business teams. Strong communication skills are the basis for getting to know and get along quickly.

Second, the ability to mobilize resources.

Mobilizing resources is actually a very important ability of HRBP.

Because there are many things in the business team that need to be adapted to local conditions, the system established by the parent company is your arsenal, and you should find out the weapons suitable for your team according to these arsenals.

Third, the ability to improvise.

Because in fact, the landing of human resources system is very important. It is possible that the previous system was beautifully built, but it was a mess when it landed. This is actually very problematic.

Therefore, it is necessary for HRBP to see the problems existing in the process of policy implementation and feedback them to the parent company for optimization in time.

HRBP and COE are not in the same direction at all, and they need different abilities.

The third is SSC.

SSC is a very big point.

In fact, most companies now define human resources as recruitment and salary, which leads to most HR being forced to work.

But in the next 3-5 years, especially for top enterprises, SSC should be replaced by HR management system.

Because now several big factories are making their own human resource management systems, such as access, attendance, online policy, social security payment, withholding and remittance are all automated.

Then these basic operations do not need people, and the machine is more suitable.

Let's calculate that a company needs to use a good human resource management system. At present, the market price of software use is about 300 thousand a year. If the total human resource cost of all SSC in the company now exceeds 300,000, it is likely to be eliminated in the future.

So what should our human resources do when SSC is replaced?

In fact, human resources should first judge what the company does.

After all, human resources help you form a team, so let's see what you want to do first.

Then I will judge three things:

1. What kind of talents do enterprises need?

If the enterprise is in finance, I will look for your financial talents, not you. I'll find you a bunch of operators, and something will happen.

Second, what level of talents does the enterprise need?

Doing finance is to do that kind of high-level work, such as listing IPO, secondary market and microfinance. ...

It is necessary to determine the level and qualification of talents needed by the enterprise according to the depth and professionalism of the work, and then judge how many talents and human resources you need according to your business scale.

For example, determine what level of people, how many people and human resources make decisions, and then what we have to do is recruit, retain and motivate.

In the first three steps, the COE determines what type and level of talents are needed, and then how many talents are needed may need HRBP help.

Recruitment is actually in HRBP.

The expansion of the whole recruitment process, including the whole process, is done by HRBP, but the establishment of the whole recruitment system is done by COE.

Next, how to retain talents?

This requires a salary system and a welfare system.

Furthermore, motivating talents is of course a performance system. I will give you a definition according to what the company wants to do, what kind of team you need, set the position well, and then help the company recruit people to retain incentives.

This is what human resources should do.

Then build a human resources system.

Core competitiveness should be divided into three parts from the company's strategic objectives: organizational structure, salary system and performance system. For example, according to your company's situation, the company's future strategic goals determine what kind of team you need; In the whole post management, which positions in key positions need heavy-level talents?

Then clarify your qualifications, so as to clarify the talents you need.

The second is to determine your salary system according to my position.

We should make some relevant adjustments and incentives according to the company's whole rank system setting, salary system design and broadband salary, such as stock appreciation rights and so on.

Performance management is actually to set a goal for you according to the job content of this position, and then give you money every year according to the completion of your goal.

So what is the performance system we often talk about?

Performance system is to use money to guide employees to become the kind of person you want.

Then, performance is followed by management by objectives, that is, when the enterprise gives you performance appraisal, it must set relevant goals for you.

This is decomposition.

According to these three points, we can build the whole human resource management system and then recruit talents.

So how should the system of corporate culture be constructed?

Many times, corporate culture is just a slogan on the company wall, which is wrong. Corporate culture should be integrated into human resource management system.

Ask a question, how should the salary system of wolf culture be constructed?

The salary system of wolf culture should have a steep salary curve, and the salary difference between ranks is very large. Employees really want to be promoted, so when doing performance, they should be very radical to cater to the wolf culture.

The culture of the enterprise will actually determine a tone when you build the system, including some goal setting.

Therefore, corporate culture is very important and can be integrated into the whole system.

Then there is our recruitment configuration and talent map, such as the map of the whole system such as talent scheduling, personal development planning, talent echelon construction and training management.

What are we going to do in the end?

It is to achieve the strategic goal of the company at the beginning of the starting point at the bottom of the picture, and I came to this team to help enterprises achieve this goal.

03

Future development direction of OD

Then let's look at several modules of OD.

The first is the establishment of departmental system.

In the past, people often read that the department structure was based on the reporting relationship. But in fact, according to the reporting relationship, departments are often omitted.

How to take it? Let me tell you a trick.

When we sort out the company departments, we must first sort out the whole business process of the company. Is our company from design to industrial chain or from design to sales? Then list the things that need to be handled by which department in each workflow, so as not to miss that department.

Then you can pull a tree-like management structure according to the relationship between the superior and the subordinate, which is what we see now, according to the management conditions. In this case, the department setting is very complete.

This is another hint.

When sorting out departments, we must not say, find someone in the same industry. Because sometimes the business structure is different. The same industry does not necessarily do sales, directly docking channels, but your company has sales, and you have problems taking his.

Therefore, it is more perfect to sort out departments according to their own business processes.

Secondly, the establishment of the rank system.

The rank I mentioned before is actually the director, manager and assistant director of the top management. Because each level is a director, it is also divided into three levels, such as R&D director, administrative director and human resources director. These directors have different values. These directors also occupy different levels of interval.

So my rank is above the rank, and the name of the post is above the rank, so the rank is the level that defines the post.

The ranking inside is the key point to distinguish the internal differences at the same level. When establishing broadband wages, just follow the ranking on the far left in the above picture.

After all this is done, you must write a job description. What does he do in each position, who is his superior, who is his subordinate, and what qualifications he needs ... This is actually recruiting people for HRBP.

So TD, how to connect?

Go on, look at this picture. The front desk, the middle desk, the backstage and the back are the approximate locations of each floor. So what should we do?

Develop a career development path.

For example, I am a human resources specialist in our company. I want to know what position I can be promoted to, which direction I will develop, what kind of ability I need to develop in this direction, and what kind of training ability I need to improve.

This is very important for HR or employees. The promotion path is good, and employees will think that I have development in this company, even if I have less money, I may accept it.

In addition, your precise promotion can help the company tap some potential talents. Because it is too expensive to recruit people from abroad, you have to cultivate them yourself. Frequent promotion of employees can also improve his sense of accomplishment. With a sense of accomplishment, he will be more willing to work in this company and his loyalty will be improved.

Therefore, the career development path is very important for the current company, especially when the recruitment cost is getting higher and higher.

Nowadays, post-90 s and post-90 s pay more attention to their own development besides salary. So the future of TD is also very important. He should determine the development path of each position according to the organizational structure, and then divide different ranks.

Later LD was used for training. Now many companies ask how to do training.

In fact, there should be four training directions.

The first career direction. For example, I work in human resources, and I must know these functions. I will give you professional knowledge training. For example, I am in foreign trade, so you should train me in English. This is to confirm what training is according to the functional direction.

The difference between the second employee and qualification. That is, I am qualified for the post, but there are differences with the job description, and there are one or two deviations in it. For example, according to the requirements of this position, the original employee should have participated in at least 3~4 independent projects, and now this employee has only participated in one. What should I do?

There is a difference. I'll give you training. For example, training employees according to job requirements, making employees more suitable for jobs, in professional terms, is called enhancing the matching degree of employees. The more comfortable the matching employees are, the higher their work efficiency will be, and the overall operational efficiency of the company will be improved.

The third is the performance of employees. What should I do if I find many unfinished employees after the assessment? I'll try to train him. Why didn't you finish it? It's an attitude problem, or you changed your job. If it is your professional ability, I will give you training to help you grow.

Fourth, employee interviews. Sometimes you have to ask employees, which part do you think you need the company's assistance to do professional training during your work?

So if you are training, remember these four directions. Later, I will write a training plan and so on, all in accordance with these four directions.

Go on, let's look at the capability requirements of HRBP.

First of all, you should pay attention to customers. HR doesn't need to go out to meet clients. Your client is the boss of the business team. You must serve him, right? You should recruit people for him, give him employee care and provide him with this service. Only when he is satisfied with your work can he be stable. So you should take your customers as the center, that is, serve your business team leaders.

Second, understand the business. As I said just now, you need to know what this team does in order to do a good job in the human resources system according to local conditions.

Third, accurate translation. What is the reason why the human resources headquarters let you into the business team? Just let you know about the company and the local situation and report to me, right? We are regarded as the eyes of the functions of headquarters around the world. As an eyeliner, you should be accurate when reporting to the headquarters. Your mind is full of unknown addresses and cotton. I have no idea what you said. Headquarters will definitely fire you, because he can't understand you, right?

Therefore, you must have this kind of accurate translation ability, which can accurately feed back the needs of the business team to the headquarters, and timely feed back some things that need to be adjusted to the headquarters for some optimization. Because you are the antenna they put on each team to understand the situation.

Fourth, integrate into the team. Because you may be the only HR, you are not dealing with people with the same functional direction and major, but with business teams, so you should get on well with them.

Fifth, promote innovation. I will provide some improvement schemes for the company's human resources innovation according to the team's situation. When you propose an improvement plan, you should learn some innovative plans, and then you can find a way to go back to being a COE.

Sixth, results-oriented. Just don't play with those vain things, and do it directly with results.

Finally, professional ability. This is not much to say.

These seven abilities are exactly what HRBP needs. Let's see if we satisfy them, or what we need to strengthen.

04

abstract

Finally, let's summarize today's content.

1. The living space of SSC will be greatly weakened or even replaced in the future.

We predict that this situation will happen in the first-tier, first-tier, second-tier and second-tier cities within 10 years.

2.OD will be the backbone of human resources in the future.

So if you want to manage in the future, the direction is OD. In fact, human resources are functional, and the most function that leaders can see is actually recruitment, because there is not much authority in salary. So the simplest thing is to recruit people.

Who will have the most contact with human resources in the future? Who is the red man in front of the boss? The chief designer OD is sure that HD and COE will be the first choice in the future. It is very important for the company that you can design the whole system according to the company's situation.

3. The number of 3.HRBP will continue to increase in the future.

At present, HRBP of most companies is not a strict sense, but a name. In fact, what he did was SSC.

But when we really start to do HRBP in the future, when our original SSC is replaced by HR, it is impossible for a team to produce COE, and the cost is too high. Therefore, the number of HRBP for each team will increase. Therefore, in the future, you will see that more than 80% of the people in the whole human resources department are HRBP.

4. LD and TD should not be given too much power in a short time.

Look, I said these three pillars. Don't think that I am alarmist, and don't think that I am too direct about the future. In fact, we have done the corresponding analysis.

LD and TD need time, and will not land in many companies so soon. I estimate that LD and TD will have development opportunities only after most companies begin to popularize OD.

So if you are now in the direction of training or career development, you may need to wait for a while, let the bullets fly for a while, and wait for the arrival of the east wind.

5. Take the time to supplement the knowledge of human resource system construction, which will be used in the future.

OD is actually the most impressive human resource for career development and salary income in the future, so if I am afraid of being replaced by SSC in the future, I can learn more and accumulate more on weekdays, learn organizational planning, establish rank system, design performance system and welfare system, company culture and other things.

The company began to do three-pillar reform, and the first idea must be to promote some people who can do it from within the company. Because outsourcing is too expensive, he will definitely keep some SSA and promote to a professional position.

So opportunities are reserved for those who are prepared, and we prepare in advance.

This is the related content of the three pillars that I share with you today. I hope my knowledge sharing can make you know more about the three pillars.

Finally, thanks to HRGO and HR, because of your hard work, our industry can become better.