1 How to realize the role orientation of human resources strategic partners?

How to realize the role orientation of human resources strategic partners? Globalization, technological progress and changes in consumers have all brought new challenges to enterprises. Facing the new challenges, enterprises must establish efficient organizations, and the human resources department is the department that helps enterprises create and maintain organizational capabilities. HR departments should truly become strategic partners of enterprises, and change from service providers to value creators. We must find innovations from the following four aspects to guide our thinking mode, business orientation and ability improvement, and gradually realize the transformation. Unity of knowing and doing, growing step by step in action. (a) adjust the center of gravity, ready to change. The human resources department spends most of its time on the coordination and handling of daily affairs, and has no time to study, predict, analyze and formulate solutions to the fundamental problems of enterprises, which makes the human resources department deviate from the track of strategic partners. In order to truly realize the role change, the human resources department should understand the principle of key management, authorize daily affairs, and focus most of its energy on understanding the operating conditions of enterprises, studying the reasons that affect performance, and making human resources plans. Secondly, the HR department only locates its own function in the HR role, and lacks a clear understanding of the company's business process, life cycle, operation mode and the characteristics of the whole industry, trying to solve the human resource problems of enterprises with a common human resource model, lacking a systematic view and a big picture view. From the above analysis, it can be seen that the HR department first needs the boss and HR people to change their ideas, that is, to understand the important role of the enterprise human resources department from the height of strategy, culture and organizational construction. Only in this way can we really shorten the process of role transformation. (2) Identify customers and meet demands. Generally speaking, there are three types of customers in human resources department: first, company bosses, who expect the support and cooperation of ideas, leadership and strategies, and the most important thing is scientific human resources planning; The second type of customers are the line managers of the company, and HR needs to understand their business characteristics, business structure, environment and background, and provide targeted services; Understand the essence of line manager's needs and design corresponding management tools. For example, in order to improve the recruitment efficiency of line managers, we can establish the quality and ability model of employees and turn it into an easy-to-operate standard. Listen to their opinions and suggestions and adopt scientific methods and cultural persuasion to solve them; Participate in specific business departments, analyze the current situation of human resource management, and guide the development of human resource matching. In short, through human resources concepts, tools, methods and systems, improve the performance level of line managers and become their real partners. The third kind of customers are employees of the company. They expect to get a harmonious working atmosphere, competitive and relatively fair salary, fair promotion opportunities, good career development opportunities and professional system services in their development. Only on the basis of correctly identifying customers and needs can human resources departments choose appropriate human resources technologies or tools to meet their needs. (3) Strengthen the ability to bridge the gap. According to the previous analysis, it can be seen that in order to play its role as a strategic partner, human resources departments should not only master specific human resources management operation techniques, such as recruitment, training and development, salary and benefits, performance management, etc. Moreover, the key lies in how to organically combine these specific technologies and methods with the formulation and realization of organizational strategy, or organize and implement these tasks from the perspective of organizational strategy. Only through study and practice can we make up for our shortcomings in the above two aspects as soon as possible, and we can accurately understand or interpret customers' needs, know where customers' problems are, and then use professional knowledge to provide solutions or provide professional advice to customers. (4) Change the way of working and realize transformation. For a long time, the human resources department has been playing a passive role, for example, the top management proposed the reform of human resources management to the human resources department, and the line manager proposed the training needs of employees to the human resources department. To be a strategic partner from boss to employee, we need to change passivity into initiative. In practical work, we should not only play the role of "pharmacy", but more importantly, we should play the role of "doctor", "prescribe prescriptions" for customers and conduct "expert consultation" with customers. In the previous example of the sales manager, after receiving the feedback from the sales manager, we should first analyze the root cause of low morale with the sales manager. It may be that the company's products can't meet the requirements of customers, and the sales staff can't get improvement from the technical department after filing, so they are resentful; Perhaps the new sales manager's ability to manage subordinates is not good, which makes employees feel uncomfortable in the departmental atmosphere; It is also possible that the company's newly implemented performance pay policy focuses on encouraging team performance and making employees with excellent personal performance feel unfair. Through comprehensive investigation and diagnosis, we can not only find out the reasons that belong to the category of human resources, but also make suggestions to senior managers from the aspects of enterprise competitiveness, sales model, product improvement, after-sales service, employee motivation and so on. And overcome the problems through management coordination, which reflects the important role of strategic partners in this process. To sum up, in order to become a strategic partner of the company, it is necessary not only for human resource managers to be proficient in professional knowledge, methods and tools in the field of human resources, but also to understand relevant knowledge such as strategy, business and technology, industry trends and organizational changes. Only in this way can we become a real strategic partner of the company.