Importance of HRBP in the Three Pillars of Human Resources

First of all, China is in the primary stage of human resources. Under the guidance of economics and humanism, human resource management refers to a series of activities that effectively utilize relevant human resources inside and outside the organization to meet the current and future development needs of the organization and ensure the realization of organizational goals and the maximization of member development through management forms such as recruitment, selection, training and salary. It is the whole process of predicting the organization's human resource demand and making a human resource demand plan, recruiting and selecting personnel and effectively organizing, evaluating performance, paying salaries and effectively encouraging, and effectively developing in combination with the needs of organizations and individuals to achieve the best organizational performance.

Academic circles generally divide human resource management into eight or six modules:

1, human resource planning;

2. Recruitment and configuration;

3. Training and development;

4. Performance management;

5. Salary and welfare management;

6. Labor relations management.

Interpret the core ideas of the six modules of human resource management to help business owners master the essence of employee management and human resource management.

First of all, the three-pillar model of human resources should be implemented under the following circumstances:

1) Complexity: The three-pillar model divides HR into three roles (BP, COE and SSC), which means the deepening of professional division of labor, so it is more suitable for large enterprises with high business complexity. These enterprises need to improve the standardization and automation of transactional work through professional division of labor, so that HR teams can focus more on value-added work; For small-scale enterprises, the number of HR teams is small, and more generalists are needed. Too detailed division of labor will bring trouble instead. Of course, the concept of "three pillars" can still be implemented in small and medium-sized enterprises. I have served a fast-growing small and medium-sized enterprise, with hundreds of people in the company and more than a dozen people in the HR team. In order to ensure the expansibility of the HR operation mode, I have started to divide a small team in the HR team to be responsible for the daily work such as salary payment and employment. And select outstanding talents who are both decision-making level and key department BP.

2) Preparation: Human resource transformation is a systematic work, covering HR organization control, HR shared service center, process reengineering, IT implementation and HR capability improvement. Project establishment must win the support of decision makers. This requires "the right time" and "the right place". "Right time" means that the company has the opportunity to change, and "right place" means HR leaders with strong willingness and ability to change.

Second, smooth implementation:

Many people want to measure success with quantitative indicators such as cost, value and efficiency, but it actually takes a long time to achieve it. For example, IBM is one of the earliest companies in the industry to realize HR sharing service, and it took 65,438+05 years to reduce human resources expenditure by 50%. Therefore, in the process of transformation, it is necessary to closely manage the "business" and "human resources" stakeholders, that is, the two enabling factors, to ensure the successful implementation of the initial planning.

1) Enabling business: For fast-growing China enterprises, the transformation of human resources is no less than changing tires on high-speed trains, so the transformation must be close to the business and pay attention to quick wins; For example, one of my clients chose to pilot HRBP-an opportunity to fully implement personal performance management-because of the rapid development of global business, many young managers are competing for jobs, and their maturity is insufficient, and they are in urgent need of professional counseling from HR; HRBP adopts the mode of "instructors stationed in the company" and carries out pilot projects in R&D system. In one year, 200 HRBP completed the coaching for 5,000 grass-roots supervisors, and the business satisfaction with HR reached 84% that year.

2) Enabling human resources: This includes the enabling of "hardware" and "software". "Hardware" is to help HR to deliver repetitive work in a smarter way, which requires simplification, standardization and automation of processes to free HR from transactional work. For example, one of the author's clients, a group of people named HRBP, spent more than 30% of their time collecting data, filling out forms and answering employees' queries. Many BP are puzzled by their "improper use of words". Generally speaking, the implementation of the shared service center is very popular within the HR team, and the business transfer from HR to the shared center is realized step by step, which requires continuous communication and change management. "Software" means helping HR to improve its ability, and it also means a clearer career development channel-COE and BP teams are more aware of the company's ability requirements and development direction, but HR assigned to SSC team may be depressed. Is there a future in my job? This is probably the most common problem in SSC implementation. One way is to give it to those who realize this development opportunity. For example, one client of the author's SSC transaction processor sends employees (managers choose from middle and senior HR), and another client recruits people with call center experience from banks, telecommunications and other industries to be service representatives; Another way is to enrich the work, for example, rotate the work between the call center and various transaction teams.

Finally, deal with difficulties:

1) Cross-pillar integration: The professional division of labor mode will encounter a problem, that is, no matter how it is sorted out, there will still be gray areas. How to ensure the seamless connection between the three pillars instead of blaming each other? This requires an adhesive. For example, in 2008, IBM began to implement the double hat model-a VP who is also the head of Abu's BP and a COE; Many of my clients will set up human resources leading groups at the company, BU and national levels to deal with cross-pillar issues through regular meetings.

2) Business acumen of HRBP: HRBP plays a key role in showing the value of HR, but from practical experience, the core reason why more than half of companies fail to implement BP is the lack of business acumen-this ability is difficult to cultivate without business experience. In order to solve this problem, leading enterprises in China, such as Huawei and Alibaba, are more determined than foreign companies to directly choose HRBP from corporate executives. In order to ensure that excellent business executives are willing to change jobs, HRBP is positioned as the second-in-command of the department, and through effective development means, it helps them quickly master HR professional knowledge.

3) Consistency and flexibility of COE: The implementation of COE team is very important for balancing management objectives and business requirements, because this team is responsible for formulating policies, processes and programs. The principle of "customization under the unified framework" is easier said than done-BU is likely to challenge the necessity of change because it loses the right to make policies and questions the ability of the headquarters. For this, one of the author's customers first conducted a pilot project through a COE with clear responsibility interface and the strongest ability, and then extended it to other COEs; After 20 10, IBM established IST(Integrated Service Team) organization outside the three pillars, fully grasped the policies formulated by COE, and kept close to business, helping BP in various countries to implement global policies and plans, which played a key role in the human resources department's goal of supporting global integrated companies.

4) Simplify the complexity of processes and IT systems: "Simplify complexity"-this is the secret of Apple's success and the way of HR's success. The complexity of simple problems is simple, and the simplification of complex problems is complex. Due to various obstacles, many companies are unwilling to achieve maximum consistency, resulting in a high degree of fragmentation of BU, national processes and IT systems, and lack of scalability-sometimes HR itself can't explain why there are so many processes and systems, let alone the business will have the patience to accept this reality. A client of the author made clear the mission of "One HR" and the goal of "Simplification and Extensibility" in the planning stage, designed a global unified process, and simplified more than 30 HR application systems in various places by 4-5; In order to dispel the fear of "I am different from others" in various countries, HR headquarters has held a series of seminars in major countries to discuss what problems may be encountered when global processes and systems are implemented in a certain country, and only when it is really necessary are local personalized solutions allowed to be retained.