What should the Group Human Resource Center of Excellence do?

What should the Group Human Resource Center of Excellence do?

Introduction: In recent years, with the economic transformation and the impact of the Internet wave, all industries are facing increasingly fierce market competition, and the need for enterprises to transform traditional HR into "strategic business partners" is becoming more and more urgent. The following is what I have brought to you, and I hope I can help you.

Under this background, the three-pillar mode of human resources, which consists of HRBP (business partner), COE (expert center) and SSC(*** enjoyment center), came into being and became the direction of the transformation and breakthrough of HR department.

If the enterprise is compared to a legion, then HRBP is like a special soldier, solving various problems at the front line and helping the troops to advance their battle plans;

SSC is like a logistics soldier, providing high-quality material support and letting soldiers fight with peace of mind;

COE is an artillery, deploying strategic large-scale fire support to stabilize the overall situation.

In this paper, I will talk about COE's contribution to the organization from six aspects: supporting strategy, integrating resources, establishing system, defining standards, landing culture and cultivating teams.

First, support the strategy and help the key points of business development.

In the process of enterprise development, there will be strategic highlands that must be conquered every year. COE needs to be keenly aware of the key points of business development and design an effective strategic combination to help the company achieve its goals.

At the beginning of a certain year, the market situation was excellent, and the company decided to improve the sales plan and speed up the push and delivery. After calculation, the Group found that it needs to add nearly 100 marketing directors, managers and directors within three months to achieve the adjusted goal.

At the same time, because competitors have also raised their goals, the whole market is frantically looking for marketing talents, and the competition is fierce. If special actions are not taken, it will be difficult to complete the supply of talents required by the strategy.

At that time, headhunting was the core of rapid recruitment in the industry, but our rate was low, and headhunters would give priority to their opponents instead of us after mastering talent information.

In order to overcome the difficulties, the recruitment COE has formulated the following strategies:

1) encourage headhunting companies: within three months, the headhunting rate of marketing posts will increase by 2 points, which is the same as that of competitors.

2) Encourage headhunting consultants: recruit marketing manager/director level, and give a single consultant an extra special reward of 654.38 yuan+0,000 yuan, which will not be deducted by headhunting companies except individual tax.

3) Pressurize HRBP: Hold a communication meeting every two weeks, and the HRBP participating in the project will report the progress to the Vice President one by one. If the project is not completed as planned, explain the reasons and make a deadline commitment.

4) Mobilize internal resources: launch internal recommendation in a unified way, and the headquarters will send HR to regional companies to support the recruitment of important and difficult projects and enjoy candidate resources across regions.

Through the above strategies, we can effectively stimulate the combat effectiveness of external channels and internal teams, quickly complete talent acquisition, help the company seize the time window of marketing and shipment, and ensure the realization of strategic objectives.

Second, integrate resources and improve work efficiency systematically.

At the group level, COE not only has the advantage of overall view, but also has the richest professional resources, so it is obliged to integrate and coordinate resources to provide efficient solutions for front-line HRBP.

In 20XX, the company is in a period of rapid development, and new job demands are constantly emerging. Each HRBP has a lot of work at the same time, but the progress is not satisfactory.

After investigation, it is found that the following factors occupy the energy of HRBP, which leads to the decrease of efficiency:

1) Repeated transactional work: Each position needs to be posted on the websites of Worry-Free Future, Zhilian, Hunting and Local Recruitment, and a lot of basic information needs to be filled in repeatedly. Every day, I have to repeatedly log in to multiple websites to refresh my position and view my resume.

2) Inefficient headhunting management: Each region cooperates with headhunters independently, which leads to HRBP spending too much energy on supplier selection, contract signing, communication and coordination, management assessment, etc.

3) Trivial entry process: After the offer is issued, HRBP will follow up the complicated entry process, notify the candidates for physical examination, ask the administrative department to arrange the work station, let the department make a teaching plan, and regularly visit the candidates' resignation progress.

In order to improve work efficiency systematically, the recruitment COE has formulated the following strategies:

1) Online recruitment system: the positions are posted to various recruitment websites with one click of the system, and the resumes received by each website will be automatically summarized in the system. HRBP can do all the work in one stop.

2) Unified headhunting management: headhunting negotiation, contract signing, training and assessment will all be under the unified operation of the Group, and subsidiaries only need to select consultants with good performance from the contract headhunting library for cooperation.

3) Introducing the * * * Enjoy Center: All the subsequent processes after the offer are handed over to the * * * Enjoy Center, and HRBP only needs to intervene and communicate when the candidate's employment plan changes.

Through the above strategies, HRBP can be freed from complicated channels and processes and put its energy into demand communication, interview management and position promotion, thus greatly improving recruitment efficiency without increasing manpower.

Third, establish a system and improve the operation control mechanism.

In addition to providing professional solutions, COE also needs to pay attention to the operation quality of HR basic actions, improve systems and processes, and supervise and guide the operation of subsidiary HRBP.

For example, the group COE often receives various complaints, such as: failing to receive resumes through the system as required, and disputes over headhunting resumes; Failure to conduct background checks as required led to the successful entry of candidates with fraudulent resumes.

The occurrence of this situation often indicates that there are loopholes in relevant systems and processes, which need to be fixed in time.

Take the resume dispute of headhunters as an example. My solution is as follows:

1) Improve the system: add the clause that "resumes not delivered through the system are regarded as free gifts by headhunters" in the contract, put an end to offline delivery, and force HR to receive resumes through the system.

2) Modify the process: the employment process must be initiated through the photo system, and the employment cannot be processed without a resume in the system.

3) Training promotion: hold a communication meeting between HR and headhunters to train the updated system and process requirements.

By establishing perfect systems and processes, new and old HRBP from different regions and backgrounds can operate under the same basic rules, improve the quality of human resources services and help organizations avoid man-made risks.

Fourth, determine the standards and form a unified judgment on talents.

The core of management is talents, and it is an important duty of COE to determine the standards of talents. What kind of people can be employed? What kind of people are worth cultivating? What kind of people can evaluate excellent grades? COE detailed planning is required.

In the early days of the establishment of COE, we lacked a unified understanding of the standards for recruiting talents by social organizations, and there were often cases where the opinions of the group and subsidiaries were inconsistent, and the opinions of business and HR were inconsistent.

In order to establish the "* * * one language" of talent judgment, I started to design recruitment standards from the following three aspects:

1) basic background: define the requirements for education, working years, stability, professional experience and other fundamentals. For example, defining "stability" as "having more than three years of continuous service experience and being promoted" unifies the scale of the vague concept of "stability" and avoids the differences among different interviewers.

2) General quality: Combining the cultural values and the results of internal interview, after many discussions, the general quality model is derived, and the behavior standards and interview questions are defined.

For example, "pursuing Excellence" includes three abilities: enterprising, ingenuity and tenacity, among which "ingenuity" is described as "demanding the quality and details of deliverables", and the interview question is: "Which project are you best at? What specific places are doing well? "

3) Professional quality: cooperate with business departments to formulate professional quality models for each position. For example, the design post pays attention to the three abilities of "designer spirit, market acumen and Party A's ability", as well as the matching ability description, interview questions and positive and negative behaviors.

In large group companies, although it is difficult to achieve absolute consistency in talent judgment, it can greatly reduce differences and contradictions and improve organizational efficiency by establishing relatively perfect standards and forming a common identification method and evaluation language internally.

Five, landing culture, advocate the correct way of working.

Cultural values are the guarantee for the long-term development of enterprises, which determines the behavior and working methods of enterprises and their employees. All functions of COE need to undertake the task of inheriting culture, and the policies issued by COE are consistent with the cultural orientation of the group.

For example, we should examine cultural adaptability in recruitment interviews, publicize the connotation and requirements of culture in training, evaluate values in development and promotion, and take values as the evaluation orientation in encouragement and commendation.

In addition to enterprise-level values, COE is also responsible for the "work culture" of this line.

For example, when I was in charge of the recruitment module, I particularly emphasized the work culture of "equality and justice", and asked HRBP to treat suppliers with the attitude of partners, and to strictly follow the system when dealing with cooperation disputes, so as to win the trust and respect of the channels and maximize the recruitment efficiency.

When I was in charge of the corporate culture module, I paid special attention to the "innovative and open" working culture, and supported HRBP in various regions to flexibly carry out projects under the framework of group culture and in combination with local business needs, so as to make the culture close to reality.

Sixth, cultivate teams and promote the dissemination of best practices.

Generally speaking, COE has professional control over HRBP, but has no direct evaluation right. However, the implementation of various policies often requires the cooperation and support of HRBP.

This requires that COE must have a solid professional foundation, formulate convincing policies, and at the same time have outstanding driving force to create an atmosphere of learning and competition and stimulate the enthusiasm of HRBP.

When I am in charge of the cultural module, I will hold a functional communication meeting once a month, inviting HRBP of each branch to attend, introducing in detail the recent work plan of COE and the help these projects will bring to the business, and inviting HRBP who has performed well in cultural work to share practical experience and encourage HRBP to learn from each other;

While taking charge of the recruitment module, in addition to sharing best practices, we will regularly publish the recruitment completion rate, internal recommendation rate, headhunting utilization rate and other indicators of subsidiaries, publicly commend the top-ranked HRBP and encourage colleagues with lower rankings, thus promoting internal competition and improving overall performance.

abstract

Coe and HRBP can be said to love each other and kill each other.

On the surface, Keke seems to be in power, but it needs to listen to the opinions of HRBP when formulating policies, and needs the response and implementation of HRBP to promote the project. Even many best practices originated from HRBP, and then summarized by COE as system promotion.

Although HRBP often thinks that COE is nosy, it also needs a professional framework provided by COE to solve business pain points, and it needs COE to coordinate the resources of the group to deal with urgent business problems.

Therefore, Coe and HRBP are a pair of painful and happy partners. They should understand each other more and support each other more, so as to contribute to the success of their career and work together!

;