Human resource service center: handle all basic administrative work related to human resource management in all business units of the enterprise in a unified way. Such as employee recruitment, salary and welfare accounting and payment, social insurance management, personnel files, personnel information service management, labor contract management, new employee training, employee complaints and suggestions handling, consulting services, etc. They are all centralized, and a service center is established to handle them in a unified way.
Human resources business partner: it is the bridge between human resources and business managers. HRBP should not only be familiar with various functional areas of HR, but also understand business requirements, which can not only help business units to better maintain employee relations and deal with simple HR problems in various business units, but also help business managers to better use various human resource management systems and tools to manage employees.
Human resources expert: The main responsibility is to provide professional consultation on human resources for business departments. Including human resources planning, personnel evaluation, training demand investigation and training scheme design, performance management system design, salary design and investigation. At the same time, help HRBP to solve the professional problems in human resource management encountered in institutions, assist enterprises to formulate and improve various management regulations in HR from a professional perspective, and guide HRSSC to carry out service activities.
The main differences between the three pillars of human resources
1, from professional orientation to business orientation: traditional HR does not pay attention to business, and is often used to delivering what HR has from its own functions, while the HRBP model focuses on demand orientation, and we try our best to meet and support what business departments need, which is also called from supply orientation to demand orientation.
2. From transactional HR to strategic HR: HRBP model, it advocates the effective separation of human resource management and service functions. Transactional service functions that can be realized in one process are handed over to SSC or outsourcing, and technical functions with high complexity are handed over to COE, while HRBP only needs to focus on the dynamic demand changes of business departments and match corresponding solutions.
3. From functional HR to business HR: functional HR, that is, functional HR with almost no right to speak in the enterprise, is always dominated by business departments. Business HR, namely cooperative HR, emphasizes equal consultation and advocates the concept of "service delivery". Business departments may not realize this, but HR itself should correct this concept.