Absolute dry goods: half-year reflection summary of HRBP!

Do you still remember the article "HRBP Raiders: Three Pits of HRBP Growth"? The author combs the experience of HRBP for more than half a year, hoping to give you some useful thoughts.

Produced by: HR Real Name Club (WeChat hr_club)

Editor in Chief: Chen Zuxin (skirt)

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Since I became HRBP in June of 20 15, I have started a very busy life. I feel that everything suddenly broke out and I need to lead my firefighters to put out the fire everywhere.

As mentioned in the previous sharing, we are a newly established business department, and the whole group has been a listed company with decades of history and a huge organization with more than 60,000 employees. It is not easy for all departments to give the green light to our new business departments everywhere.

So, in this process, we started an experience of crossing the river by feeling the stones. Every HRBP will encounter twists and turns in this process. I have selected several real cases that I think are more representative to share with you:

Event 1: Swindling and cheating

At the beginning of the new establishment of my business department, there were 8,000+business people in the national branches, but when I reported to the business department, there were only about 65,438+10,000 people in the country, and about 40% of the functional departments in the business department headquarters had not recruited people.

Without business personnel, there would be no cooperative merchants. Without merchants, there would be no sales. Without sales, there is no performance. Without performance, the division can't survive. Where should this chain start? The answer seems obvious, that is, recruiting people. Okay, who are we recruiting? How to recruit?

At that time, we adopted the recruitment strategy of "three priorities":

Priority to key markets: give priority to recruitment, follow up the recruitment progress of the branch every day and inform it by rolling;

High-level priority: the high-level business of each subsidiary gives priority to recruitment. With a general, the general can recruit soldiers under his management;

Priority of cooperative business: business executives look for cooperative business and give priority to recruiting first-line business according to the development of cooperative business.

It looks good, but I, a trained person, have no idea about recruitment process control, and there are several things that make people laugh and cry:

Front-line personnel have nothing to do: individual branches have no business directors, no cooperative merchants, and front-line business personnel have nothing to do after joining the company;

Inconsistency between the merchant and the business personnel: I found a cooperative merchant, so I quickly recruited the first-line business and got it, but the merchant was unwilling to cooperate (the amount was not large, but it was about 15%), and the first-line business had nothing to do;

Leaderless: The recruitment of senior executives in individual branches is delayed, which leads to the failure of the whole branch staff to be in place.

These three problems can be said to be problems of poor communication or process control, but it is not too late to mend, and we have made some adjustments:

Strengthen communication with the human resources center of the headquarters. Make a weekly tracking plan, specify the number of resumes provided, conduct KPI assessment according to the situation of key areas and core positions, and link it with the performance scores of branch directors and human resources departments;

Clarify the recruitment process and standards of business personnel. Make a detailed written explanation to the branch, investigate the responsibility of the party who violates the rules, and assign the business personnel who join the non-cooperative business to other business divisions;

Strengthen communication with branch directors. Let the branch director know more clearly the strategic layout of our business department and the recruitment needs of the group, and ask the branch director to assist.

In-depth analysis of personnel recruitment. This paper analyzes the overall proportion and the number of people in several recruitment channels such as internal recommendation, recruitment website, introduction of cooperative merchants, and competitor poaching from three aspects of recruitment type, level and region, and according to this conclusion, suggests that the recruiters of the branch choose a better recruitment method.

This is definitely not the best plan, but it has put our recruitment work on the right track. Even if there are some special circumstances in the future, the recruitment will be stabilized first.

Let me summarize it a little.

Regarding recruitment, the author has two experiences worth sharing:

1. Maintain continuous management communication. As the HRBP in the matrix structure, we should pay close attention to and meet the needs of both the director of the headquarters human resources center and the director of the branch.

2. The recruitment procedure has been continuously improved. Clarify the recruitment process and standards of business personnel and in-depth analysis of personnel recruitment to ensure the recruitment management system and norms.

Event 2: Say goodbye to "chicken rib training"

People will receive new employee training after joining the company, but as a newly established business department, all the contents are brand new.

At the post, there is not even a complete set of new training courseware, let alone lecturers and standardized teaching. The new training adopted by the group is the mode of division courses and group standardized courses to train new employees. We don't have lecturers and courses in the business department, so naturally we can't keep up with the neat pace of the group.

Relatively speaking, the problem of training is not very complicated, mainly focusing on: no lecturers, no courses, no processes, no standards and timeliness, especially timeliness. When I arrived at the division, several branch employees had been employed for two months and had not participated in the induction training. For them, orienteering has become "chicken rib training".

At that time, my operation steps were mainly the following three aspects:

Standardization of training course content. Set the course content at different levels and standardize the courseware at headquarters. Courses are divided into "compulsory" and "compulsory" categories. First, complete the "compulsory" study through self-study and examination, and then conduct the "compulsory" training through face-to-face teaching and drills.

Standardization of training internalization mechanism. Middle-and high-level personnel will be trained at the headquarters, and after completing the course, they will be copied back to the branch office and taught to grassroots supervisors and front-line employees;

Standardization of training management and control process. Designate lecturers of each branch, solidify the training cycle, process and content, quickly connect with the group-oriented training, and complete the standardized operation, which will be carried out by the branch. After 2 months of the above test, it will be adjusted again.

However, the above three steps can't solve one problem, that is "timeliness". Once I went to a branch company for supervision training, a front-line business person told me that he had been employed for 1.5 months, and he only met his immediate supervisor when he joined the company, and then met him 2-3 times, because it took the immediate supervisor 1.5 hours to reach the market he served, and he just made a phone call every day.

The first few days are particularly important for newcomers who can't hold intensive training at the first time because of the limited number. The problem of timeliness can only be solved through OJT, which basically depends on the direct supervisor. The basic teaching process after entry is the pioneer of training and the cornerstone of all training.

Our company has always had an advantage in teaching. After defining the rules, there is basically no similar situation.

Let me summarize it a little.

As an HRBP with training background, the author has a profound understanding of training:

1, how to avoid becoming a chicken rib training? The training course content is standardized, the training internalization mechanism is normalized, and the training management and control process is standardized.

2. How to solve the problem of timely training? Clarifying the basic teaching process after joining the job is the cornerstone of all training, and the direct supervisor will teach new employees.

Event 3: Improve the underperforming employees.

Where there are people, there are rivers and lakes. Put this sentence in the performance appraisal, that is: where there are people, there are assessments. How to determine the assessment indicators and how to implement them, I won't go into details here, only how we, as HRBP, managed our poor performance at that time.

In fact, before this, I have been thinking about a question: should we spend our energy on a person with poor performance? Especially as a newly established business department, the time cost can never be ignored. Is it worth it?

There is a saying in Xunzi Fuguo: Punishment without teaching is abuse. An organization that punishes without teaching is only a combination of interests, not a team. If you want a team, you need a mechanism to train talents.

People with poor performance are also talents, and we can't just use performance across the board. Moreover, if people with poor performance are not trained and killed directly, a new round of recruitment will be carried out. The delay in recruitment, the changeable market and the impact on partners will all interfere with the promotion of business. The conclusion is: let's do it.

The way we implemented it at that time was this:

How did you do that? Through teaching+excellent case sharing:

1. Teaching mode. It is mandatory for his immediate supervisor to teach, and the teaching process and standards have been clarified. The teaching form must be signed by two people and list the work improvement plan for continuous follow-up;

2. Excellent performance sharing. Select outstanding personnel, conduct telephone interviews, and find high-quality cases nationwide from several dimensions such as partner development, personnel management and product management; After sorting out the cases, provide them to the supervisors who need to teach.

When will it be done? Do it within two weeks after the monthly performance score results appear, and it will take at least 1 day of teaching time.

For who? Grass-roots business executives and front-line business personnel shall be taught by their immediate supervisors (the teachers shall not perform poorly); The middle and senior executives are taught by local top business executives, and the HRBP Department focuses on tracking the teaching effect of supervisors with poor performance.

In case of poor performance for two consecutive months, employees shall be punished according to the group standards as appropriate until the labor contract is terminated.

Looking at this plan, I feel that it is HR's routine practice for people with poor performance. After a month, I found two problems: teaching is not timely, the effect is not good, the teaching is not standardized and the effect is not good. I want to give these people administrative sanctions, and the business director of the headquarters has some questions:

They don't have time to develop their market, so how do they deal with those employees who don't perform well?

The performance of some places is not bad, but the region itself is a weak region. Your performance appraisal ranks in the whole country. No matter how hard they try, their performance is also poor. They can only wait for two consecutive months of poor performance and demotion.

There are other places that are beneficial to the market. If they do a little, their grades will be excellent, but not necessarily because they don't work hard. Is this fair?

After listening to this, I wanted to think and answered him:

The company allows travel and support. He didn't have time to teach, so he took employees with poor performance to develop customers. He just taught them by hand, and the effect was better.

Although excellent grades and poor grades are ranked in the whole country, the scores are assessed by the target achievement rate. The goal of a good market and the goal of a weak market cannot be on the same line. If there is no distinction, it is a question of goals;

We can look at the national data. How many people have unreasonable goals? If it is unreasonable, we don't recommend adjusting the goal immediately, and repeatedly modifying the goal = no goal. It is suggested that we manually adjust the score collocation of performance appraisal in this area to make the whole performance appraisal more reasonable.

At this point, the poor performance teaching has come to an end temporarily. Although the implementation of some branches is not in place, there are already some reference models for poor performance teaching, so the details of subsequent adjustment will not be repeated.

Let me summarize it a little.

Author and head office business director PK, wonderful. On how to help poor employees, the author has three experiences:

1, how to do it? Do it through teaching+excellent case sharing.

2. When will it be done? Do it within two weeks after the monthly performance score results appear, 1 day.

3. For whom? Grass-roots business executives and front-line business personnel are taught by their immediate supervisors.

Event 4: Reflection in Resignation Analysis

My second month in the sales department was the hardest time for me. I often can't sleep at 1 in the morning, and I am still in a daze in the morning. I suddenly woke up thinking about things at work, and then told myself while thinking: forget it, I can't work until the next day.

The reason why my pressure has soared is because of the exposure of recruitment and training problems, which makes me realize that the four modules of HR breeding must be planned in advance and connected into a whole.

As HRBP, I know HR best in the department. I didn't connect these four in series. If I don't plan, adjust and change, I will become an eternal emergency unit, but it's too late to charge, because the enemy has already rushed in, and you will definitely have casualties, and the data of these casualties will be directly reflected in the error rate.

The turnover rate of our business department has been very high, far higher than the average level of the group. Except for some objective reasons, the problems behind it have never surfaced. There will still be some question marks:

Is the turnover rate high?

Do we want to keep these people?

Who are the people we don't need?

Who left because of human interference (supervisor's teaching methods, interview skills)?

A series of question marks also told me the next few actions:

Step 1: Collect the resignation reasons of middle and senior managers who have been employed for more than 3 months and ranked in the top 30% of monthly performance appraisal, conduct telephone interviews one by one and record the resignation reasons;

Step 2: We searched the list of people who left within 65,438+0 months and the reasons for leaving. These people have a lot to do with the deviation of job descriptions in teaching and interviews.

Step 3: We also made a comparative turnover analysis according to the development of partners and the target achievement rate.

The resignation analysis is over, but the work has just begun, because if the areas that need to be adjusted are not improved, our resignation analysis will be done in vain.

What's more, I found that according to the conclusion of resignation analysis, we can do very little, so I'm going to start with human interference factors:

1. For middle-level (inclusive) supervisors, our HRBP communicates by phone once a week to confirm his work status and their problems. This is also a concern of the headquarters for employees. Because the business department has gradually matured, our telephone interview also has some influence, and the number of people who leave within 1 month has dropped to less than 3%.

2. For the grass-roots business people, their morale also sounds good. Through interviews, we also carefully recorded and analyzed their feedback, optimized the contents of the courseware and supervisor's manual for orientation training, and quickly spread the most likely problems through WeChat push.

Let me summarize it a little.

How to improve the resignation rate, the author's experience is:

1, for the middle level: telephone communication once a week, reflecting the care of the headquarters for employees.

2. For employees: optimize the courseware and related manuals for induction training, and use WeChat as the communication platform.

Personal feeling

As Abu, HRBP is sometimes embarrassed. It wants to find a way suitable for its own division of labor on the basis of following the HR strategy of the group, but it is often in a dilemma, because HRBP is always a helper, and it is difficult to decide to change the direction of artillery like artillery. He plays a role similar to that of a counselor, hoping to recruit talents for his master, make suggestions and let the soldiers give full play to their talents.

It's easy to be a qualified HR, but it's not easy to be a qualified BP, because I always feel that BP has to do more than that, but it can't create more value for the business unit it serves because of its own cognition, ability and experience. The future of HRBP is worth exploring together.

I share these contents in the hope that if someone just started to do HRBP like me, they can give you some reference, which can also be regarded as a review and summary of my six-month HRBP work. Finally, thank the skirt teacher for sharing the content of HRBP!