How much do you know about COE's ability?

As one of the three pillars of human resources, COE constitutes a new function and a new occupation of human resources management. From the outside world, the work that COE is engaged in can be described as "high-end, atmospheric and high-grade", and COE has mastered a large number of processes, systems and methods. For example, COE training can accurately grasp the training trends of the industry, enjoy internal resources, and hire external training institutions to provide procurement advice. The recruitment of COE can effectively open up and manage recruitment channels and draw a map of top talents in the world. The organizational development of COE can point out the departments and high-potential talents of the whole group and formulate a flexible and rapid talent allocation plan. At present, the content of human resources work has been changing, and the high value-added and innovative work undertaken by COE may continue to face iterative upgrading in the future. The most important thing to pay attention to is what kind of ability COE needs.

Through behavioral event interviews and participatory observation, we found that the general competency characteristics of COE are as follows.

Individuals: policy system formulation, human resources professional knowledge, legal policy knowledge, human resources consulting experience, innovative consciousness, research ability, strategic thinking, logical thinking, critical thinking, problem analysis and solution, problem discovery, systematic thinking, inter-goal orientation, achievement orientation, overall control ability, economic management common sense, learning ability, self-confidence, expert power utilization, dominance, initiative and response.

Team: resource integration ability, leadership, empowerment, process management ability, cooperation spirit, conflict management organization: organizational design, innovation ability, strategic influence guided by mission vision, goal persuasion and decision-making ability. First of all, according to the three dimensions of individual, team and organization, the above qualities are divided to form a general competency model of COE. We think that COE needs to play three roles at this stage to give full play to its ability.

Strategist: COE participates in the formulation of company strategy and can interpret company strategy to employees. COE formulates a positive human resources strategy according to the company strategy, and formulates the overall human resources policy and system related to the strategy. Human resource expert: COE uses human resource expertise to design innovative business-oriented human resource policies, processes and plans. There are few departments named after COE in enterprises. COE is the general name of all functional modules of human resources, such as recruitment, enterprise university, salary and welfare, employee relations and other independent departments.

When enterprises carry out human resources activities, they still cannot do without functional modules. Functional modules in COE often have the letter "C" before their titles. For example, recruitment is called C recruitment, organization development(OD) is called COD, and employee relations (ER) is called CER. Although recruitment, COD and CER are collectively called COE, what they do is very different. They are experts in the field of self-energy in winter, and they are experts and researchers in all-round energy: COE should understand the frontier of the industry, on the one hand, it should connect with professional consulting and research institutions, link strategies and promote organizational development; On the other hand, we have a keen perception of the company's competitors' trends, especially the adjustment of its human resources strategy and policy orientation, so as to know ourselves and ourselves. COE should be aware of finding problems from the inside,

You can observe organizational vitality) team configuration, personal performance and other issues. In the field of practice, the trend of COE regression research on attributes is becoming more and more obvious. Take Huawei and ZTE as examples. Within Huawei, 12 research centers belonging to COE have been specially designed in its human resources structure, which focus on the basic problems in the field of human resources and provide theoretical basis for the formulation of human resources policies and programs. Based on the needs of research projects, ZTE actively introduced doctors majoring in human resources or psychology in the process of HR team building, trying to guide the practice of human resources management with more scientific theoretical knowledge and research methods.