Reading Notes on "HR+ Three Pillars: Transformation and Upgrading of Human Resource Management and Practical Innovation"

In a traditional enterprise, human resource management is divided into functional modules, which often leads to the feeling that one end does not know the whole picture, and it is often easy to build a car behind closed doors. I have always been interested in the three-pillar architecture model of human resources. The information on the Internet is more complicated, and I still don't know its origin and specific structure after reading it. Until I saw the book "HR+ Three Pillars: Transformation and Upgrading of Human Resource Management and Practical Innovation", many puzzles were finally explained. Use reading notes to record your main points:

? First, the background and process of the three pillars of human resources

(A) the birth of the four-role theory of human resources

Management tycoons have carried out various diss on human resources management: for example, thomas stewart said "blow up the human resources department" and Ram Charan said "break up the human resources department".

? This more or less reflects the embarrassing situation of human resource management:

? 1. is out of line with the strategy and cannot provide quantitative analysis basis.

2. Disconnected from the business system, easy to fall into professional deep wells, addicted to tools and methodologies, but unable to match the needs of business departments.

3. Most of the time is limited to transactional work. In response to this embarrassing situation, David juric, a master of management, said that human resource managers pay too much attention to functional work such as recruitment, salary distribution and performance, and should change from process-oriented to result-oriented.

Therefore, he proposed that HR should play four roles: strategic partner, efficiency expert, change pioneer and employee backing.

(b) From four roles to three pillars

In 1980s, Ford established its first service center. Subsequently, major American companies began to establish financial enjoyment centers. Therefore, from a practical point of view, the human resource * * * enjoyment center is born out of the concept of financial * * * enjoyment center. In 1990s, IBM began to establish human resource service center. Based on the theory of David Ulrich, it developed a three-pillar model, which was recognized by David ulrich and applied by many companies.

In practice, IBM first established welfare service centers, and then regional integration gradually established service centers in the United States and even the world. At the same time, other management of human resources is still divided according to traditional functions such as recruitment, training, salary and welfare. From 2000 to 2007, IBM began to establish COE and HRBP. What needs to be clear is that IBM establishes the three pillars from the perspective of reducing costs and improving efficiency. Pay attention to the centralization of operations in different fields and regions, maintain the global consistency of policies and plans formulated by COE, and pay attention to the simplification and efficiency in the service ratio of HRBP: 1: 40.

(C) IBM's human resources three pillars to four pillars

IBM has set up an integrated service team (IST). Because the process and scheme formulated by COE team pay attention to global consistency, it will inevitably lead to inadaptability in the implementation process in various places. Therefore, IST undertakes the function of connecting COE and HRBP, and helps HRBP to implement policies and plans formulated by COE in various countries. Possible disadvantages: focusing on global consistency may lead to a lack of sensitivity to changes in the local market.

Second, the practice of China enterprises on the three pillars of human resources

? (A) It is feasible for enterprises in China to practice the three pillars of human resources.

The practice of the three pillars of HR in multinational enterprises is the need to integrate resources and improve efficiency when various regions and product lines are fragmented and resources are reused after their business expands to the whole world. In fact, most domestic enterprises are not deep enough in the practice of human resource management:

1. Most small and medium-sized enterprises are still in the survival stage, and the investment in human resource management is seriously insufficient;

? 2. Most enterprises with human resources departments are still engaged in most traditional personnel management;

3. The degree of specialization of human resources practitioners is not high, such as one-sided emphasis on the construction of knowledge-based ability and less attention to skills such as strategic planning and management and statistical analysis.

(B) Leading enterprises in China practice the three pillars of human resources.

? From the last article, we found that the emergence of HR three-pillar model is the need for enterprises to develop to a certain stage. Then it is not surprising to find that domestic enterprises that successfully practice the three pillars of HR are also relatively leading enterprises, such as Huawei, Haier, Tencent and Alibaba.

? Alibaba: around 2003, inspired by the establishment of "political commissar" by the people's army, Alibaba's political commissar system was born and became the origin of HRBP; In 2005, the unified e-HR platform was launched, and the prototype of the three-legged SCC center was initially formed. Finally, the human resource management system as shown in the following figure was gradually formed. The most distinctive of Ali's three pillars is the political commissar system of Ali. Ali is a company that attaches great importance to values, so the political commissar (now more called HRG) needs to manage values in addition to human resources management close to the business.

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? Tencent: From 20 10, Tencent formally proposed to establish three pillars of HR: expert center, * * * service center and business partner. The outstanding feature of Tencent's three pillars is to upgrade the traditional SCC (Shared Service Center) to SDC (Shared Delivery Center), and upgrade the traditional SCC that considers transactional work and passive response to actively understand the user needs of internal customers (COE, HRBP, business departments and employees) and actively respond to form delivery. This upgrade is an extension of the product manager attribute of Internet companies.

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? Huawei: Huawei began to explore the three pillars of HR in 2009 and gradually matured on 20 14. Huawei put forward the v-cross model in HRBP, giving HRBP more responsibilities and roles.

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? (c) Further understand the relationship between the three pillars of human resources and functional modules.

1. The relationship between the three pillars of human resources and functional modules.

? In fact, the three pillars of HR still need to use the previous knowledge and skills in recruitment, salary and labor relations management. However, they are established through the separation of the three pillars and have different emphasis on the same function. For example, in the recruitment function, COE recruitment should think about recruitment channels and resources, plan the total number of employees, be responsible for the recruitment and recruitment of managers, and think about employer brand building. Based on the understanding of the business and the composition of the business team, HRBP should analyze its needs and organize interviews with business personnel at specific levels. SCC uses the recruitment keywords provided by HRBP for resume search and rating. COE is generally divided by function; SCC focuses on the basic and administrative work in each functional module; HRBP focuses on finding and solving management problems in business through human resources knowledge.

? The three pillars of 2.2. HR helps solve the "collaboration problem".

? Functionalized HR can't look at the problem from a macro perspective, and it is fragmented, prone to duplication and inconsistency of standards, and unable to be responsible for the final result. COE of the three pillars is based on strategy, HRBP is based on business, SSC is based on platform and service, and they work together to output a decision to business from upstream, midstream and downstream respectively. The perspective is more comprehensive and the operation is more professional.

(D) China enterprise human resources three-pillar model

Based on the practice of China enterprises, this book puts forward the three-pillar model of human resources in China enterprises as follows:

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Third, the concrete design and practice of the three pillars

(a) Strategic Command-Contingent-owned Equipment

COE refers to the expert center and policy center mainly composed of human resource consultants and senior human resource managers.

Three roles: designer, controller and technical expert. Responsibilities: landing at the group headquarters and making overall decisions; Provide full support for the management objectives and required means of each division; Innovation, optimization and revision of management system and process; Discover and summarize the best practices for promotion.

Setting: COE can be set in the headquarters or in the region to ensure that the policy is combined with regional characteristics.

Competency: Strategist, who participates in the company's strategy formulation and formulates human resources strategies, policies and systems according to the company's strategy; Human resources experts, experts in functional fields; Researcher, understand the frontier of the industry, the trend of competitors, and the internal problems of enterprises.

? Case in the book: Tencent COE architecture, COE architecture is just a general term in the enterprise, but it is actually set with functions.

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(B) business strategy choice-HRBP

HRBP is in the business unit and regards this business unit as its main customer.

Four roles: corporate strategy and cultural ambassador; Human resources consultant of the business department; Staff management political commissar; Change the manager.

Responsibilities: contact COE and SSC to export effective human resources solutions to enterprises; Run the human resources strategy and implementation plan suitable for the business department; Participate in the leadership development and talent development channel construction of the Division; Coordinate employee relations ...

Competency: communication and coordination ability; Affinity; Flexibility; Strategic thinking; Tissue diagnosis.

? Cases in the book: HRBP settings of Ali, Huawei, Tencent, Haier, etc.

For example, Ali's political commissar has five characteristics: smelling the smell (perceiving the state of the organization and employees), feeling the temperature (being good at communicating with the team), looking in the mirror (taking people as a mirror to strengthen communication), pulling his hair (cultivating the ability of upward, comprehensive and systematic thinking) and setting up a venue (establishing channels and properly solving contradictions).

(C) the choice of architecture-SDC

SSC refers to an enterprise group that brings together all administrative affairs related to human resource management (such as employee recruitment, salary and welfare accounting and distribution, personnel information management, labor contract management, new employee training, consultation, expert service, etc.) to establish a service center.

? The establishment of SSC is dedicated to liberating most human resources talents from administrative affairs that occupy most of their daily energy, unifying work standards and improving work efficiency. Key points of construction: 1. Consider whether it is suitable to establish SSC (for example, how big the enterprise is, and whether it is necessary to integrate human resources to improve efficiency). 2. Clarify the core value orientation. 3. South-South cooperation needs strong technical support.

Case in the book: Tencent SDC Center includes human resource informatization construction center, human resource system development center, operation service center and four regional human resource centers (Beijing, Shanghai, Chengdu and Guangzhou). Using product-oriented HR thinking, such as developing a mobile HR assistant for employees, has the function of "my development" related to their own development, and employees can check the comparison between their own development trajectory and the average development trajectory of employees in the company, so as to choose elective courses and upgrade materials accordingly and accelerate their upgrade.

In the practice of SDC, BAT took advantage of its own advantages in Internet technology, combined big data with SDC, and integrated a large number of human resource data into multiple models, which was applied in the process of "selecting and retaining talents".

Another practice direction of SDC: the platform is shared by all departments (such as finance, human resources, IT and big data).

Fourth, a little thinking.

1. About whether to practice the three pillars of HR.

No model is perfect, and the three-legged model itself may have problems. COE "can't go up, can't go down", can't reach the strategic height and can't guide HRBP；; Hmm; HRBP cannot be integrated into enterprise management; SSC became a "handyman". Because the three pillars of HR have the functions of each functional module, it is likely to form "three sets of teams", and there may be uncoordinated situations.

In the preface of the book, it is clearly pointed out: "The human resource system supported by the three pillars originates from the company's strategy and serves the company's business. Its core idea is to enable HR to better create value for the organization through organizational capacity reengineering. "

? From the practice of the three pillars of HR, it is not only a means of process reengineering after the enterprise develops to a more mature stage, but also requires HR managers to have comprehensive quality and compound ability. Therefore, in fact, under the aura of high above, whether to practice the HR three-legged model in enterprises depends on a clear grasp of the current situation of enterprises and the current situation of the ability and quality of human resource managers. Judging from the practice of tripartite confrontation in many successful enterprises, their tripartite confrontation models have been deformed or upgraded to varying degrees according to their own characteristics; The practice process of the three pillars is also gradual. Human resource managers should promote change based on the idea of creating value for the organization better, but change needs to seize opportunities.

? 2. About the future of HR practitioners.

China enterprises started late, and in management practice, they are always repeating the path experienced by western enterprises. With the continuous maturity of enterprises in China, the traditional functional human resource management will eventually expose its drawbacks, and the comprehensive transformation to the three pillars will surely come. Then, with the transformation of human resource management structure, the competency requirements for HR practitioners will also change. Being in the traditional industry and traditional human resource management mode, we have to force ourselves to look at different management structures and make preparations in advance.

With the change of enterprise form and the transformation and upgrading of organization, perhaps one day the three-legged model will be out of date, and HR practitioners should make corresponding changes if they want to be abandoned by the times.

As long as the change is constant, we all need to plan ahead.