What is the position of hrbp?

Hrbp is a human resources business partner.

Hrbp is also called human resources business partner. In fact, hrbp (HR BUSINESS PARTNER) is a human resource manager assigned by an enterprise to each business or division, mainly assisting the top management and managers of each business unit in employee development, talent exploration and ability training.

Its main job is to be responsible for the implementation of the company's human resource management policy system and system norms in all business units, assist business units to improve human resource management, and help cultivate and develop the human resource management ability of cadres at all levels in business units. To do a good job of hrbp, we need to provide unique solutions for the special strategic needs of business departments, and truly embed human resources and their own values into the value modules of various business units, so as to truly play and realize the important role of hrbp.

Background of hrbp certification:

In order to strengthen the team building of enterprise human resources business partners, improve the working ability of business department heads in employee development, talent exploration and ability training, promote the implementation of enterprise human resources management policy system and system norms in business departments, and promote the improvement of enterprise human resources management level and business ability, Ministry of Human Resources and Social Security Education and Training Center and Beijing Global Star Science and Technology Development Co., Ltd. (Global Network School) jointly launched the hrbp (Human Resources Business Partner) vocational training examination and certification project.

Hrbp organization:

The certificate issued by Ministry of Human Resources and Social Security Education and Training Center authorizes Beijing Global Science and Technology Development Co., Ltd. (Global Online School) to organize training and examinations.

Hrbp exam time:

3-4 times a year, respectively in March, June, September, 65438+February. Will be adjusted according to the actual situation.

Hrbp exam subjects:

It is divided into two subjects, namely theoretical knowledge and professional skills.

Hrbp qualified score:

Full marks in two subjects 100, 60 points passed.

Hrbp positioning function:

Hrbp came into being with the functional differentiation and upgrading of human resources department, and accompanied by HRSSC (HRSC) and Human Resources Commissioner (HRS). Among them, human resources experts are composed of experts in employee placement, employee development, salary, organizational performance, employee relations and organizational relations within the company, who mainly put forward professional suggestions and design effective solutions to serve the company's reform. Human resources * * * enjoyment center refers to providing comprehensive and unified services for the company in basic work such as recruitment, salary and welfare, travel reimbursement and salary payment.

Hrbp, human resource enjoyment center and human resource experts together constitute the "troika" of modern human resource management, in which hrbp is the bridge between human resources and enterprise managers. They are familiar with various functional areas of HR and understand business requirements, which can not only help business units to better maintain employee relations, but also help business managers to better use human resource management systems and tools to manage employees. At the same time, you can also use your own HR professionalism to find various problems in business units, so as to put forward and sort out the problems found and deliver them to human resources experts (or domain experts) to better solve problems and design more reasonable workflow. After building the HR framework suitable for the role of hrbp, it is the key to clarify the positioning and function of hrbp itself. Hrbp must undertake the following functions:

(1) Participate in business department management from the perspective of HR;

(2) Cooperate with HR R&D team (HR experts) and HR support team (HR enjoyment center) to provide effective HR solutions.

(3) Feedback the effectiveness of human resources policies, projects and processes to human resources experts and human resources enjoyment centers;

(4) Coordinate employee relations and investigate training needs;

(5) Formulate and implement the annual human resources work plan of the Division;

(6) Operation of human resources strategies and implementation plans suitable for business departments;

(7) Participate in the leadership development and talent development channel construction of business departments;

(8) Support the change of corporate culture and participate in the change action;

(9) Establish the human resource management system of the Division. Generally speaking, hrbp is to build a communication bridge between the human resources department and the business department, help the business department to formulate the work objectives and plans of human resources, establish the awareness of customer service within the business department, and provide them with professional human resources solutions. It is mainly devoted to providing consultation on personnel management to support the strategy of business departments, and their behavior patterns are the key success factors.

Hrbp quality requirements:

1, strategic contribution.

(1) change leadership: the ability to motivate and promote organizational members to become a member of change;

(2) Have the ability to discover the connections and interrelationships between organizations and other organizations, and find key figures;

(3) Customer service orientation: pay attention to and find customer needs, and try our best to meet customer needs.

2. Professional credit.

(1) strategic thinking: the ability to combine one's own business with the environment and find excellent success factors;

(2) Building human resource structure and management system: understanding that people and organizations are the key factors for the long-term success of enterprises, and transforming them into manpower, procedures and systems under the current development situation;

(3) Professional skills: Understand the professional knowledge in the field of human resource management, make it visual, and constantly expand the knowledge.

3. The leader of the human resources department.

(1) Function and influence: insight into others and their interests, persuasion and influence others, thus supporting a certain viewpoint or goal;

(2) initiative: find problems, find opportunities and possibilities, and take action.

4. Personal reputation.

(1) achievement driving force: achieving excellent performance and exceeding performance standards;

(2) inquiry driving force: natural curiosity and desire to know others and current things;

(3) Courage and integrity: Dare to say what you think is right.

Development trend of hrbp;

With the needs of enterprise development and the further deepening reform of the functions of human resources department, hrbp will play an increasingly important role in enterprise development, and its daily work functions will focus more on consulting, consulting and implementing special plans/programs initiated by business departments to realize its own value-added. Future functional changes of hrbp (as shown in the following table):

It is believed that hrbp will play a greater role in human resource management.

Judging from the current situation of human resources development in China enterprises, especially small and medium-sized private enterprises, the role of hrbp can be divided into four types:

1, strategic partner, strategic partner

Frankly speaking, this is actually more like the definition of "standard official version" of hrbp and the ultimate goal of hrbp. The main activity of strategic partners is to adjust the human resources strategy in time to cope with external changes; Cultivate future leaders; Establish important indicators to measure the efficiency of human resources; Establish personnel strategy for new business and design new organizational structure; Understand the needs of talent development within the company and find out the priorities in various complex events.

2. Operations Manager Operations Manager

This is the goal that all hrbp expects to achieve, and it is also the realistic goal that every enterprise that implements bp system expects to achieve. Its main activity is to evaluate and track the attitude of employees; Communicate company culture with employees; Communicate company policies and procedures with employees; Ensure that human resources projects are consistent with company culture; Update the progress of human resources projects.

3. Emergency responders

This is the current role of hrbp, commonly known as "fire brigade". Its main activity is to respond to all kinds of emergencies in time and handle all kinds of complaints; Respond quickly to questions or provide solutions from business managers and employees.

4. Employee arbitrator employee

Like the last role, this is the normal state of BP, and it is also the reason why many hrbp sighs are always "caught". Its main performance is to manage the contradiction between employees and managers; Respond to changes in the company and solve political problems in the implementation of business plans. In daily work, it is not so much an arbitration of employees as an attempt to maintain a "relative balance" between bosses and employees.

Research shows that among the four roles of hrbp, the influence of strategic partners is 3-4 times that of the other three roles.

The achievement of strategic hrbp is related to three factors: one is personal factors, such as personal skills, experience and experience; The second is job design, such as the scope of responsibilities in the post and the degree and way of communication with the business manager; The third is the organizational structure and budget of HR. Among these three items, the first and second items have great influence, accounting for 54% and 43% respectively, which means that a successful hrbp mainly depends on personal factors and job design.

HR profile plays a vital role in the role of strategic hrbp. An effective strategic hrbp plays a major role in ability, reaching 65%, followed by experience, accounting for 20%, while motivation and education only account for 65,438+00% and 5%. It can be seen from this conclusion that as hrbp, whether you have HR experience is not the key. Similarly, in terms of knowledge, the most important knowledge of strategic hrbp is "business awareness", followed by personnel planning and allocation, succession planning, and strategies to improve the company's professionalism, while the recruitment, salary and benefits that everyone is familiar with are not the most important for strategic roles! Of course, the so-called "business awareness" refers to the understanding of the internal and external business links and processes of the company. In addition, several other capabilities that can affect strategic hrbp are: data analysis, leadership, innovation and labor management. From this point of view, there are very few talents in the market who really have the above core competencies. Even if there is, it may not be satisfied with the title of "hrbp".

In fact, hrbp is a combination of four roles. The key to success lies in the time you spend on each role. A successful hrbp will spend 50% of its time on strategic affairs. The so-called strategic hrbp, not 100%, only does strategy, and others do not operate. A successful hrbp, its behavior can be summarized as three points:

1. Can explain human resource management in business language. For example, 80% of the data and information it uses comes from business departments, and only 20% comes from HR.

2. Be able to understand the problems of business departments, give specific analysis and diagnosis, and give flexible solutions. Those who seem to emphasize communication have done several communication trainings, but the effect is far from good, and sometimes even counterproductive.

3. Actively promote the business results-oriented performance management model, such as the performance achievements of business departments and the management of personnel.