Produced by HR Real Name Club (ID:hr_club)
Editor: Chen Zuxin
Editor: Jingjing
Content outline
1, how to divide the roles of the three pillars?
2. What are the core values of the three pillars?
3. Who is the three-pillar role suitable for?
4. What are the outputs of the three pillars?
5. What capabilities do the three pillars need?
6. Three levels of human resources work
7. In-depth interpretation of HR work value chain
8. How does 8.HRBP know about this industry?
9. Four key success factors of 9.HRBP
How to divide the three pillar roles?
At present, many companies have begun to make the so-called "three pillars", and even voices tell us that the division of labor among the three pillars is wrong, because the internal boundaries of human resources are chaotic after division.
I want to say that the three pillars are not only business division, but also thinking orientation. You need different thinking characteristics in different situations.
Maybe your team is small, and there are only six people in the whole HR department. If it is divided into three pillars, no one will work. Then at least you know when to think with BP and when to think with COE.
What's the difference between the three? Let's give a simple example. I compare it to an army. One of the teams that personally feel that the organizational efficiency is particularly high can be one of the US military. The US Army is powerful not only because of its weapons and equipment, but also because of its control system. ?
During World War II, what were the units that fought between armies? The Soviet Union is a group army, and the United States is a division, with a division and an army. In the Vietnam war, there was a company and a battalion, and in the Middle East war, there were special detachments, regiments and special forces. Because our information system and firepower system have undergone revolutionary changes, the changes on the spot are ever-changing and need rapid response.
The same is true of enterprise organizations. In the past, large organizations tended to be micro-teams, and many engaged in self-employment and tactical groups, in order to adapt to changes.
1, HRBP is a special force and scout. It detects the enemy's situation and provides fire coordinates. And directly kill small enemies to solve sudden cases in time. What should we do if we encounter a large-scale problem and the enemy is a large group of people? Call the fire alarm. That's COE. ?
For example, the compensation group studies different teams, and the recruitment configuration group knows how to analyze human nature and understand positions, and the recruitment configuration group conducts in-depth research in this respect.
2.COE is artillery and aviation. COE not only provides solutions, but also coordinates horizontal balance.
BP rushed to the front, and it was easy to sit sideways. Business partners and business leaders are masters of deception. Come on, Xiao Zhang and Xiao Wang, you are BP. I'll invite you out to dinner and sing, and then I'll talk about my sufferings. After BP solves the problem, it is easy to have business orientation, marketing is very bitter, wages are raised, research and development is very bitter, and project incentives are needed. The horizontal balance of the whole company is COE, so he should have overall planning and horizontal balance. For the frontier, it is necessary to understand information such as recruitment and training.
3.SSC is an infantry. What is an infantry? When BP found the problem, COE was responsible for putting out the fire. Who will implement the process and standards after coverage? It's infantry. We occupy the position, can the special forces be stationed for a long time? I can't.
What are the core value areas of the three pillar roles?
The core value of 1.HRBP lies in whether to communicate effectively with business partners and whether to tap and realize business requirements.
2.COE's core values: whether the tools are professional, whether the quality of system solutions and HR trends are mastered.
3.SSC core values: There are two. One is business collection. Many companies don't have * * * enjoyment centers. Business collection is to collect how many people do SSC services. Now Tencent and Huawei are doing very well. The second is the response speed, whether the process is lean enough, the stability of the service, and then BI, data mining and intelligence.
Team BPCOESSC
Effectiveness of communication between core value areas and business partners;
The degree of business requirements mining and understanding;
Degree of implementation of the plan
Professionalism of human resources;
Quality of tool development and solution formulation;
Grasp the development trend of human resources.
Business collection degree;
Response speed;
Lean process;
Stability of service;
Business intelligence services *
Basic image, efficient communicator, tool enthusiast, stable server.
Mainly export business requirements, implementation results system, standards, tools, schemes, methods and lean processes,
Process execution results and data reports
Work development table 360 communication, diagnosis, analysis, attending business meetings,
Explain and make demands,
Organize and coordinate project activities,
Track the implementation of the plan
Interpret the demand,
Compiler tool,
Tailored solutions,
Formulate standards and systems,
Publicity, promotion and training
Lean process,
Keywords information system optimization, basic data maintenance and analysis,
Implement a process that responds to the individual needs of employees.
Core competence needs business cognition, business requirement explanation,
Keywords communication, conflict management,
Keywords diagnostic analysis, project management,
Change management, coaching/impact
Professional knowledge of human resources,
Conceptual thinking,
Proposal ability,
Consulting/consulting ability,
Ability to compile and develop management tools
Executive team: stable mentality, meticulous and earnest, high quality and high efficiency, customer service and quick response.
Who is the three-pillar role suitable for?
1, BP is an efficient communicator: when we recruit BP, we will see if he wants to talk about it. If he talks 70% during the interview, I think this person is not bad. I ask questions, you answer them, so don't BP. BP talks the most in the crowd. I have a BP who likes chatting. I think you should talk to your business partners and learn more about their ideas.
2.COE is a tool freak: he is willing to do things to perfection, but he can't do it after doing it. COE is best a Virgo.
3.SSC is a stable server: his mind should be peaceful and stable enough in all aspects of his family.
What are the main outputs of the three pillar roles?
1, output of HRBP: take out business requirements and implementation results. To be a BP, you still need to know some HR, just like a BP from HR background needs to know business, and now it often goes to another misunderstanding. Some so-called HRBP think they know it well, but when they really do it, they can't do it well. Like scouts, exchange artillery fire, and finally the coordinates of artillery fire are not clear, and it is not clear what weapons are needed.
2. Output of 2.COE: What needs to be done are systems, standards, tools, methods and schemes.
3.SSC output: This is a lean process. This is the output that I value more.
What capabilities do the three pillars need?
Since everyone has a division of roles, let's talk about ability training. How does HR grow in the new environment?
1 and the core competitiveness of HRBP
BP is the easiest group for bosses to understand. Therefore, we should improve ourselves from the aspects of business cognition, business demand interpretation and communication. Other professional abilities unrelated to HR, in short:
Conflict management: I will also have this kind of pain when I do BP, which requires analysis, 360 communication commonly used by consultants and a complete set of tools.
Project management: You are the project leader in everything you do. For example, if the general manager is busy, you may need to hire a vice president, and the head of the department is too busy. You can find a deputy to be the project manager.
Change management: when changes are needed, what logic is needed for the changes and how to manage the changes.
2. Core competitiveness.
Never lose HR expertise, otherwise it will have a negative effect. HR major is the foundation of your life as a COE.
Counseling and influence: Counseling skills are very important. When you communicate with business partners, how to ask questions, how to guide and how to authorize.
Conceptual thinking: I don't like what I said. Judging from the distribution of human intelligence, not everyone is suitable for COE. COE needs strong proposal ability and the ability to compile management and development tools.
3. The core competitiveness of South-South cooperation.
As an SSC team, it has two teams, one is the executive team and the other is the expert team.
Execution: Whether your mentality is stable and whether you pay attention to quality and efficiency.
Lean ability: can you do process lean and optimization, data mining and intelligence.
Three levels of general human resources work
Why some people think that human resources are difficult to do is because everyone's enterprise form, development stage, business maturity, team maturity and management maturity are different.
For example, I am on the grassland, you are on the mountain, and he is in the sea. The specific case I mentioned may not be consistent with yours. I try to speak from common sense. What comes from common sense is the most reliable What I'm going to talk about next is what's in your mind, which can be the train of thought and framework of our work.
Generally speaking, there are three levels to understand HR work. At the top is strategy and planning, all done by the boss, and there are HR bosses here. At the bottom is the response of daily business to service, daily recruitment, etc. This matter has consumed a lot of our energy.
Today I cut into the middle point-HR topic and project. A lot of our work is based on finding solutions to problems, which is a set of pictures we often face.
Our work behavior is to establish various HR individuals, and then change them by means of projects, change the status quo, promote change and solve problems.
Let me summarize.
What do the three levels of HR work mean?
The third layer: planning work, which is basically uncertain work.
The second layer: project-based work, project work based on pain points.
The first layer: daily work, all deterministic work.
Introduction to the value chain of human resources work
Today, my theme is value chain. Based on business chain, this is a very simple value chain. As shown in the figure:
Nine-step decomposition of general human resources work value chain;
1, business partner demand: When you find a demand, whether it is directly put forward by others or something on the iceberg, you should have an insight into what is behind it.
2. Problem discovery and diagnosis: How to establish a problem? Can you still work when you find the problem?
3. Clarify and state the problem: explain the business requirements in the language of human resources.
4. Project decomposition confirmation: decompose what is more important, what is feasible, and what can be done at present. This is the decomposition and confirmation of the subject. You can reflect on your work. Have you finished these steps? You are going in the wrong direction, and your business partners will certainly be dissatisfied.
5. Method research/scheme formulation: scheme formulation and plan formulation. This is very simple logic.
6. Plan implementation: Make an action plan and then implement it.
7. Follow-up feedback: during the implementation process, follow-up, feedback and evaluate the implementation effect.
8. Produce new standards and processes: Are you worried that it will happen again? The problem domain exists, and you want to solve it once and for all and create new processes and standards through one thing. As long as this field is covered by new processes and standards, will it not happen again or will the probability become lower?
To put it a little higher, our behavior is a job called supporting production. Entrepreneurs are all engaged in knowledge management and support the production process. With new processes and standards, it is not so complicated.
9. Daily execution and process maintenance: under the same problem, there are daily execution and process maintenance, how to be accurate.
Let me summarize.
What is the key logic of HR work value chain?
1. Discover problems: actively discover and explore real problems according to the needs of business partners.
2. Solve problems: decompose problems, find solutions and promote implementation.
3. Formation process: follow up the problem, form and solidify the process of solving the problem.
Behavior decomposition of work value chain
Let's continue to look at this HR work value chain, and I will break down all these behaviors. 1, purple module: first, second and third, I use a color to express these three works. Are people's personality characteristics and professional expertise relatively similar?
2. Blue module: research and formulate methods, produce new standards and formulate processes, and I use another color to express them. The required personality characteristics are different from professional common sense. The front needs communication, diagnosis, analysis and logic, and the back needs profound professional understanding.
3. Red module: Daily implementation and maintenance need a stable mentality, so as to continuously respond to services and respond quickly. We joked that such people need to be very stable, preferably girls who have given birth to children, and now they have to have a second child, and the requirements are getting higher and higher.
The development of human civilization, one is language, the other is division of labor and cooperation. It is an inevitable division of labor to let some people do the most suitable cooperation through division of labor and cooperation, which is divided according to behavioral characteristics.
I use a description to describe the problem discovery, problem sequencing, follow-up feedback and so on. And call them business partners, which are closely related to the business.
I study methods, solutions and generate new processes and standards. We are called tool maniacs and functional experts.
How does HRBP know about this industry?
How much does HR know about business?
We need to know the business. Can you know more about this industry than your business partners? We say that people are wandering in the rivers and lakes. What is your foundation? You said I used my own short board to spell someone else's long board. Can you ever spell it?
We must talk about it from our own professional angle and different angles. I won't discuss it in depth here today, but you must know something about this industry. Similarly, as a professional tool to understand COE and HR, you should not know so much, but there are some things to know.
1, understand the business from the characteristics of the industry and organization.
For example, your customer is the customer of your business partner. You should know its competitors, its opportunities and challenges, the trend of this industry and its characteristics. Do you think all business partners' customers are end consumers? Not necessarily.
For example, I am in the pharmaceutical industry. Who are our R&D customers? Sounds easy, market. Yes, the market. Production, what I do can be produced, yes. More specifically, it's a hospital. Just a hospital? And a group of experts.
For example, marketing, marketing manager, your core competence is not to understand the needs of consumers. Can you ask an expert to discuss and have a meeting with us? Top experts sit here. Can you invite them? His clients are experts. Can these drugs be listed in the national catalogue? Are your customers the ultimate consumers?
Who are the customers of each group, where are the pain points, and did you start here? These marketing managers not only know the ideas of post-90s, but also know the ideas of post-1950s. How else can they communicate with experts? Don't say that the world belongs to young people, it is important to have a group of post-50 s and post-60 s.
Are the characteristics of talents, marketers, R&D personnel and production the same? So when you help him build a team and motivate them, do they have the same needs? For the marketing team, I can't stand the high risk, high return, no production and high risk. I hope the future can be expected.
When recruiting, you said that the monthly salary is 3,000, because the minimum wage in Shenzhen is more than 2,000, but you can get 2 million at most. Of course, this is extreme. In fact, everyone has their own development expectations.
We recruited a marketer among the fresh graduates. He hopes to be a manager for three years and manage this area for five years. People who do production want to be workshop directors after 8 years, and their expectations are different. I don't want to talk about it anymore. I mean, when HR understands business, it must include industry characteristics and business logic.
There is also the characteristics of organizational operation. You will find that different teams have different characteristics. The business status quo is that the front is relatively static and the back is relatively dynamic. What is my business partner's business strategy and plan every year, where are the bottlenecks, the main opportunities and challenges, and what problems should be solved first? Go back and find a key team to write this down and see if you can write it down. You can't be naked.
2, from the business value chain, to understand the business.
Let me give an example of manufacturing, which is not only suitable for manufacturing. The most basic unit of manufacturing industry is called workshop. A workshop produces technical equipment. After the upgrade, the production inside has changed. I talked with the workshop manager about how to determine the position, how to determine the personnel, how to determine the piece rate and so on.
There is a key point in the production workshop. The workshop has a physical location, and everything flows in the physical location. What is a workshop? Turn raw materials into products and products are atoms.
We say that the world consists of two things, atoms and bits. The first place is 0 and 1, which is this kind of information and data. The second is an atom, and an atom is a substance. There are bits flowing in the production workshop, how can atoms flow? Physical and chemical changes occur from materials to finished products.
What made it change? First of all, what are the key anchor points of each position? The key driving factor of the physical change of equipment is the production of this location, so the equipment is put up. Is there any production equipment in this physical location for technical transformation? What jobs does this place need? Give me a name. How many people do you need to write first and then sort it out?
Followed by the number of employees and positions, and then the key operational factors. What do these people do in this position? At this time, they have to write a job description and what his behavior picture is. Everything has a verb-object structure, and the behavior picture should be clear. At this time, I know that the simpler these people do, the better.
In this way, I formed a chain that flowed here and finally to the transit area, and the work of this workshop was completed. Can be handed over to the warehouse for logistics. This is just a workshop. What I want to say is, can you draw a complete supply chain process for your product?
In the future, we are not entirely based on jobs, because jobs are changing, especially in the Internet age. Do you want to write a job description and manage it for three years? It may not last three months, and the input-output ratio is not cost-effective. But you know that the value-added process in the value chain is continuous.
In what ways has the enterprise added value? I require the output of each post to be very accurate, such as the output of raw materials here. For B, raw materials are inputs, and its inputs are its outputs. How raw materials become good raw materials and how to become things. Therefore, the complete supply chain process, after clarifying the value-added of each business, what position is secondary.
How to manage the future work? The post is used to manage the work and may change slightly. Can a complete R&D project write its flow? In a marketing area, it may not be raw materials, but bits flowing in the marketing area, but the information is changing, and the change of this information is ultimately the change of consumers' cognition of this product, from knowing to agreeing to paying. What is the message of this change? How does the different division of labor in a marketing area flow?
Key success factors of HRBP
1. Trust: Mutual trust with business leaders is the key to success. Why would he believe that? Is it because of your rich second generation? No Because we believe in our work ability, our professional ethics and our solutions.
What the world lacks most is trust, and the greatest strength is trust. Trust is the biggest cost in management. In order to solve the trust problem, a lot of friction communication happened between us.
2. Credit: Credit is the core asset of this world. When the United States was just founded, it experienced a constitutional convention. Hamilton came to power as finance minister and made a great analysis with the founder. Should the foreign debts owed by the United States be repaid, especially the money owed to the British?
Hamilton said that if we don't pay back the money, our economy can't develop and we don't have a credit system. His greatest achievement was the establishment of a credit system, which was recognized by France and Britain, and the United States took off.
3. Faith: At present, the greatest strength is the power of religion, but there are also some beliefs about knowledge. Why finish reading a book instead of understanding the core idea? Because after reading it, I changed from knowing this knowledge to believing.
Ask yourself, how many books do you know about an idea, but you don't believe it from your heart?
4. Faith: As a team leader, is faith a strength and a resource? When others give up, you have a firm belief, which is part of leadership.
It seems that we do this in many things. It seems that in order to achieve this goal, your approach can remain unchanged, but your redefinition of value is different from your relationship with business partners.
First, when you do this, when you talk to your business partner, what is his added value? What business partners agree with is efficiency improvement and ability development. He knows these things, but he doesn't know how to strengthen control.
Second, guide these behavior orientations through the definition of value, and consider its value-added in every job. If you can't find the value-added point of the final business partner, then don't do it, because it will be for nothing.
Brief introduction of the author
Author Deng Baiyang, Master of Project Management, university of greenwich, UK, senior human resources manager, engaged in human resources work 18 years.
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