First, who should be most responsible for the company's human resource management?
Juric asked a question in the MBA class: Who should be responsible for human resources management in the company?
department manager
Human resources practitioners
Managers of various departments and human resources practitioners.
I believe that most people, including myself, will choose C at first, but the correct answer is A.
What's the matter? Most intuitively, performance management needs strategic promotion, led by senior management, and HR provides policies, processes and methods. The department manager is responsible for performance management, which is actually responsible for strategy. Therefore, in terms of corporate culture, we must strive to establish a performance-oriented culture for the people of the whole group, not only the grassroots employees, but also the heads of our departments.
What's wrong with option C? In fact, cooperation is often to do your part well, and it is easy for the other party to feel that their half has been completed. I've done 50% of this, and the rest is your turn. In fact, in order to achieve the completion of 100%, the managers of all departments must bear the greatest responsibility for the company's output and process, and they must also become the strong backing of the human resources department. They must realize that the better the company's organizational ability, the more successful it will be in the competition.
Second, COE: Do professional things with a strategic heart.
COE is the strategic headquarters of HR and plays three roles: strategist, human resource expert and researcher.
COE will play six roles in the future: strategic locator, reliable activist, organizational capacity builder, change advocate, human resource innovation and integration and technical supporter.
Third, HRBP: promote organizational change and enhance organizational vitality
(1) Special forces in human resources
Everyone is familiar with Ali's political commissar system. Ma Yun watched two popular military TV series-Historical Sky and Bright Sword, and was deeply impressed by the political commissar image in the TV series. Look at this political commissar. He can shoot guns and understand policies. Isn't our HRBP such a hero behind the scenes? Integrate people who know both business and human resources strategy into the department. With such a HRBP team, he can quickly and deeply understand the people and things in the business, promote the organizational change of the business and support services.
Based on this, our BP should be born in business, participate in business meetings, be good at communication and care about people's hearts. Even if it is a BP team with hundreds of people, BP should know exactly what kind of psychological state he is. When two people meet head-on, they give each other a tacit look and feel that he knows you and you know him. This may be what we expected, and we really integrated into the business.
(The Three pillars of Three
At the same time, there can also be three pillars within HRBP: functional group, BP group and assistant group.
This function is combined with the COE to ensure the implementation of the strategy and promote the COE to complete the task. For example, COE gives a 40-page policy, and the functional group thoroughly understands the 40-page policy, and then extracts the most effective part and outputs it to the business department, with a maximum of 5 pages. BP Group is a traditional HRBP, they participate in the business and provide complete solutions. The assistant group interfaces with SDC, mainly dealing with transactional work, and an assistant needs to interface with multiple HRBP at the same time.
Fourth, from SSC to SDC: service-oriented, speak with data, and realize a gorgeous turn.
(A) the importance of equal development
According to statistics, the failure rate of self-built SSC is nearly 70%. Even if it is successfully established and operated normally, it will take five to six years on average.
In the process of enterprise establishment, there must be an accurate core value orientation. Pay equal attention to the development of the three pillars of HR, and the three pillars support each other and develop together. We can't just focus on developing one pillar and make the three pillars of HR "one leg".
(B) the scale effect
The service ratio of SSC is the ratio of the number of SSC employees to the total number of service personnel. The bigger the customer, the higher the per capita service ratio, which is the scale effect. The average market level is 1: 200. (Data of 20 16)
(c) South-South cooperation is different from SDC IV.
From passive response to active attention to user needs.
From service-based understanding to meeting multi-end needs at the same time.
From * * * enjoying affairs to * * * enjoying resources.
From data analysis to big data management.
(four) delivery of services beyond expectations.
1. Recruitment
Using past data, we can find the laws of things. As a recruitment module, should there be a talent market forecast and analysis of these talent data? For example, last year's employment data, we can see that 1 1 and 65438+February saw a peak employment period. By analyzing the logic behind the surge in employment, the reason is that there will be a surge in demand for operating posts at the end of the year due to the guarantee of Spring Festival travel rush Peak. Therefore, if we can effectively predict this in advance, we can work with HRBP and COE to make corresponding plans. Similarly, if the pilot is a special post, as leaders often say, we can predict its value trend in advance and come up with an early warning plan to provide effective reference for the company. This is the real meaning of delivery. Thinking about the value of products from the user's point of view provides a high-value basis for the company's talent decision.
At present, the lack of system leads to the fault of data analysis. I hope that in the future, combined with efficient information systems, such as Baidu's "talent report" system, key analysis data (such as talent availability rate and turnover rate) will be set as warning lines, and through systematic calculation, we can intuitively tell us the problems existing in organizations and individuals. For example, the analysis of the staffing rate shows that the staffing rate of a team's key positions is lower than that of the previous year, and it takes two months to achieve staffing, so we should prepare for the introduction of personnel at least two months in advance, so delivery can play an important role in many aspects such as selection, use, education and retention. This shows that SDC is no longer designed from the perspective of traditional human resources, but from the perspective of users, that is, the so-called employees and managers. The final products can completely match the psychology and usage habits of users, so the construction of information systems is very important for the transformation of SDC.
2. Employee relations and corporate culture
In terms of staff service, more emphasis can be placed on fun, individuality, convenience and innovation. The data shows that "fun" is a very important factor to attract people, stay and cooperate. For example, when you join a job, you can easily get the whole process through simple mobile operation, and you can also find alumni, fellow villagers and former colleagues of the company, which will help new employees to integrate quickly. This fun attribute reflects the concern for employees' individualization, which is actually an experience of corporate culture. Many enterprises also merge employee relations and corporate culture into one department to achieve effective employee service.
Verb (abbreviation for verb) challenges and dilemmas
(A) the core competitiveness in the enterprise "can't go up, can't go down"
When diagnosing some problems, judging some directions and interpreting some trends, things at the operational level account for a large proportion, and they do not sink into the following specific business investigation and study, understand the needs of HRBP, and lack experience and experience in guiding business.
(b) It is difficult for B)HRBP to "commit suicide" and become a strategic business partner.
Because the business department does not understand or even question the conflict with human resources, it is difficult for HRBP to integrate. At the same time, with the continuous expansion of business departments and the increasing scale of personnel, the business growth is met by increasing the investment of HRBP personnel, rather than self-subversion and being too passive.
(c) South-South cooperation has failed to keep pace with the times and enhance its role
SSC hasn't been upgraded to SDC 2.0 version with emphasis on platformization, industrialization and personalized employee service. At the same time, data management is not supported by a perfect information platform. Finally, a large number of enterprises do not attach importance to SSC, and even the three pillars of HR are limping without SSC, and SSC has become a handyman, which makes SSC employees lack professional self-confidence, resulting in a lot of work being done without delivery consciousness.
Sixth, the reconstruction of the three pillars of human resources.
(A) the four-pillar model: the establishment of integrated change center
Based on the fact that the positioning of the three pillars of HR does not match the four roles (strategic partner, efficiency expert, change pioneer and employee backing), there is no clear reporting relationship between COE and HRBP. We can add ICC to the existing foundation to form a four-pillar model.
(b) Two-pillar model: integrated contingent-owned equipment and SDC.
Why did SDC and Keke merge? COE is the spokesperson of human resources strategy, and SDC is the spokesperson of human resources products. The ultimate goal of strategy is that products create value, and products can only develop sustainably if they are connected with strategy.
Seven, human resources cross-border new occupation was born.
(a) Chief designer of human resources
High-end talents, the overall structure of human resources organization mode, technology and HR ability, so as to promote the reform, upgrading and value creation of human resources.
(B) the product manager's human resources
The products provided by SDC are aimed at two objects: first, human resources product experience officers-users, including employees and managers who use human resources products; The second category is internal customers of human resources, including COE, HRBP, SDC, etc. This is also the running mode of recruitment that broke the traditional departmental barriers this year: product manager+recruitment experts.
(3) Key account manager of human resources
In regions, business groups or molecular companies with strong strength, large scale and high internal status, it is necessary to upgrade the original HRBP department to the human resources key account department and set up the human resources key account manager-SBP (strategic business partner).