HRSSC refers to the establishment of a service center by an enterprise group to integrate all administrative work related to human resource management (such as employee recruitment, salary and welfare accounting and distribution, social insurance management, personnel file personnel information service management, labor contract management, new employee training, employee complaints and suggestions handling, consulting and expert services, etc.). ) in various business departments.
Through the establishment of human resource service center, the operating efficiency of human resources can be improved and the business departments can be better served. Enterprise human resources departments focus on the implementation of strategic human resources management, so that human resources management can achieve strategic transformation.
Human resource service center is a new management model, which is an independent business entity, introducing market operation mechanism, but serving the internal enterprises. It creates value through service, and its essence is the change and innovation of operation management mode promoted by information and network technology.
Human resources * * * enjoy the value of the service center.
The ultimate significance of human resources service center is to help enterprises realize the effective transformation of human resources management (as shown below: the transformation of human resources functions). HR transformation is a process of injecting new vitality or reshaping the function of human resources, and its purpose is to improve the contribution of human resources to business. Although human resource managers are increasingly regarded as strategic business partners, human resources still spend a lot of time on some traditional human resources work, such as recording, compliance and providing services. Through the design and construction of * * * Enjoying Service Center, enterprises can realize:
Centralized service to reduce the operating cost of human resources
Service specialization and standardization, improve the quality of human resources services.
Pay attention to the role of human resource work and strategic human resource management
Conducive to the audit and monitoring of human resources business.
Systematic framework of human resources service mode selection
In order to get the "most suitable" model, it is necessary to expand the decision criteria and choose a series of optional models instead of a single key decision point. The choice of service mode must be regarded as a system with constantly evolving state, rather than a series of single state analysis;
The Choice of Human Resource Service Mode —— Continuum
In an organization, the degree of centralization or decentralization usually reflects the service model that best suits the business needs. In addition, for a specific organization, choosing the correct target positioning in this continuous system should be constrained by its unique business, culture and operating environment. The * * * service mode status in a continuous system does not apply to all organizations. * * * The service delivery continuum system provides a series of options for different goals. Ideally, an organization should determine its current position in the continuous system, and then try to reach the most suitable point along the continuous system to meet business and human resources needs.
Determining the best position in a continuous system
Simply put, organizations need to make three key decisions: Do you want to start? Where to start? Where do I stop? Obviously, it depends on the characteristics of the organization. The following figure (choice of human resources service mode-influencing factors) illustrates the most important driving factors that affect decision-making. Finance is the key factor to decide whether to start a business; The demand for services determines the depth of development. However, in the end, the environment, culture and human factors of the organization determine how far the organization should or can go.
The Choice of Human Resource Service Mode —— Influencing Factors
case sharing
The following three companies have carried out actions of great significance to them. These cases illustrate what different factors play, and how organizations judge these factors according to each organization's unique business environment, thus forming different orientations. There is no so-called "right" answer here, but the best result is obtained from a series of important choices and considerations.
Case 1: European local technology enterprise with nearly 8,000 employees.
The company has developed rapidly, with more than 1000 different human resources policies and processes. The main driving factor of adopting human resources to enjoy services is the hope to establish some standard human resources processes and policies to enhance the consistency of human resources operation.
As a technology company, they want to make full use of technology and network to adapt to their unique culture and increase communication with managers as much as possible. Because many different policies are involved, the economy of human resources service center is in doubt. Therefore, the company will be positioned in the stage of realizing standardized policies and processes and using common technologies. This stage promotes the standardization of policies and processes to a higher level, and integrates complex policies between different regions. This move provides a standard for the code of conduct, methods and steps, and adapts to the provisions of local laws and regulations.
Case 2: A large heavy equipment manufacturer was merged.
After the merger of a series of loose enterprises, the human resource management right of this enterprise was dispersed. New business leaders and human resources directors should identify and establish key areas and general activities of human resources in order to improve competitiveness and management concentration. Through a comprehensive review of human resources and the extent to which they meet business needs, some key areas-mainly key processes in learning, development and talent management-are considered to require comprehensive attention. Virtual Expert Center is established to support these core business processes.
The remaining human resources modules are still localized, aiming at providing specific services for daily human resources. It is worth noting that one of the business divisions, which was also the largest business division at that time, completed the audit of human resources by itself. Its main motivation is not to form a "consistent and competitive human resource process", but its original intention is to reduce the cost-effectiveness of human resources and improve efficiency. After review, the business unit found that they needed more general processes and technologies. They have begun to design a delivery model with * * * service as the ultimate goal. From a cultural point of view, the current business situation determines that the organization-wide service is not suitable for the organization at that time; However, the * * * service sharing model may be applicable to this developing enterprise in the period of integration and merger.
Case 3: A manufacturing company with 20,000 employees in various places.
The third company, also a manufacturer, achieved development through acquisition. They have invested a lot of money in the new human resources system, but they have neither achieved service benefits nor cost benefits. In order to solve this problem, the leaders of human resources department realize that they must do three things: first, truly standardize the process; Second, carry out cultural changes within the organization to transform it from an acquired group into a real cross-regional organization; Third, pay attention to key business drivers, significantly reduce costs to meet business needs and provide cases for technology implementation. In order to achieve this, it requires enterprises to develop into a service that can provide * * * to different regions. Now they have achieved their goal.