1. Self-management
(1) Psychological quality management
1 Stick to principles and values: What is the bottom line of HR principles? That is to say, we can't violate the company's policies and regulations, and we can't allow any fraud, because these speculative behaviors will quietly undermine the company's fair and just management culture, cause employees to distrust the HR department, and have a far-reaching negative impact.
Pay attention to reality: life doesn't have to be somewhere else. When we pin all our hopes and fantasies on an empty new environment, we may have lost the ability to "live here". Not being changed by life, not letting go of the opportunity to enjoy the present life, maybe this is what life really looks like. He believes that what he wants to cultivate is the ability to "live here", stand here, explore opportunities here and create value here.
(3) Form a calm personality: this is the ability to perceive, detect and adjust self-emotion at all times. It is based on self-affirmation, inner self-sufficiency and lasting harmony. It is an independent mind and personality that does not depend on external things and others. Doing different things and interacting with different people will bring about qualitative changes; On the contrary, if we keep doing the same things and interacting with the same people, it can only bring about quantitative changes. So dare to try different things, so that you can gain more, because new things bring us greater impact, and this impact is precisely the power and opportunity we need for growth and development.
④ Have positive service consciousness and behavior.
(2) knowledge and skills management
The self-management process of HRBP can be summarized as two levels:
① knowledge management
Acquisition of cognitive thinking
Getting knowledge requires us to keep learning, self-learning and learning from others.
Share with Teacher Wang:
① Learning by doing: full participation and team spirit;
Experience: communicate with business departments, go deep into the front line to do sales experience and help employees organize their work.
2 learn from others: share and listen;
According to the book, HRBP should listen to the voices of business departments, provide suggestions and solutions, and then share them with business departments to help them improve organizational efficiency.
Book learning: think deeply and refuse to be bored.
As Wen Zhongxing said, there are some books to explore thinking and some philosophical masterpieces to enhance cognition.
Thinking mode management
Related modes of HRBP in this book:
Talent inventory model:
Not only should we know the overall quantity and structure of talent distribution, the quantity and quality of personnel in various departments, and what is the demand for personnel vacancies,
What is the priority of these vacancies? We also need to know which key cadres and core employees are in each department, and how these talents should be developed and motivated. In addition, which employees have poor performance need to be considered to improve their competence through training empowerment or internal deployment.
Wait for a more suitable position, or eliminate the last person? The talent map in HRBP's mind should be deep-seated, dynamic and forward-looking.
"Triangle" human resource management mode;
These three roles are: Human Resources Business Partner (HRBP), HRCOE (Professional Technology Center) and * * * Service Center (HRSSC). According to IBM's theory, HRBP (HR business partner), like COE (human resources expert) and SSC (human resources service center), all work around the core of "talent management, leadership, organizational culture and performance", but HRBP pays more attention to the maintenance and management of the relationship with customers (business departments) to help them realize business value. Therefore, HRBP needs to provide consulting services according to business needs, sort out, analyze and refine the problems found, provide them to COE, and design HR solutions that match business needs and pain points with COE, and mature implementation work can be handed over to SSC for implementation.
The value of HRBP lies in producing results.
HRBP model: (strategic partner, corporate culture communicator, human resource efficiency expert, employee relationship manager, change promoter, human resource solution integrator)
Quality control model:
(1) Select the control object;
(2) selecting the quality characteristic value to be monitored;
(3) Determine specifications and standards, and specify quality characteristics in detail;
(4) Select monitoring instruments that can accurately measure characteristic values or corresponding process parameters, or self-made testing methods;
(5) Carry out actual test and record data;
(6) Analyze the reasons for the difference between the actual and the standard;
(7) Take corresponding corrective measures.
Project management mode:
Project management is a systematic management, which includes nine knowledge fields: overall project management, project scope management, project time management, project cost management, project quality management, project human resource management, project communication management, project risk management and project procurement management, including some unique knowledge, tools and technologies of project management, which are applied to the whole process from project start to project end.
Team management mode:
GRPI mode:
1.GRPI model
① Goal: The goal is the core mission of the team, which needs to abide by the SMART principle.
② Roles: the job responsibilities (job descriptions) and key tasks of team members (determined by decomposing objectives).
③ Work flow
4 interpersonal relationships.
Growth mode:
Growth is growth, which is to help employees grow.
G (goal setting) stands for confirming employee performance goals;
Reality check
) is the status quo, it is necessary to find out what the status quo and objective facts are and find the motivation;
O (option) stands for finding a solution;
W (what? What time? Who is it? Will. What should I do? ) stands for action plan and review time.
(3) Self-career development planning and management
The principle of "beginning and ending"
The principle of "sports development"
Construct a personalized career development model
C 1 vertical line remains unchanged: constantly improve professional ability.
In the process of career development, it should remain unchanged in the following dimensions: industry, specialty and skill level.
C2 horizontal line change: improving comprehensive quality in many ways
If we expand our contact area on the same basis and exercise ourselves as much as possible with changing opportunities, we can continuously improve our comprehensive ability and finally achieve the goal of all-round development.
Opportunities for experience; Transfer of platform; Expansion of responsibility
The levels that can be changed are all related to the improvement of comprehensive quality, such as logical thinking ability, analytical ability, communication and coordination ability, interpersonal skills, adaptability, innovation ability, problem-solving ability, leadership and management ability, etc. We should do everything possible to grasp and create opportunities to exercise ourselves, constantly improve our professional competitiveness and become compound talents.
(3) Create your own career development model.
Form a compound competitive advantage through superposition: try to synthesize the above-mentioned unchangeable factors and superimpose them into your own compound competitive advantage, especially to cultivate more specialties from your own interests and talents, just as a kung fu practitioner can greatly improve his self-confidence and competitiveness by practicing more unique skills.
Core competitive advantage+auxiliary competitive advantage: In a company, professionals must define their own position, determine the core competitive advantage according to their own actual situation, and make it fully developed, while cultivating auxiliary competitive advantage, and finally realize the organic combination of competitive advantages.
② Work skill management
The ability to go deep into the phenomenon and see the essence
Dig deep into the roots, and then dig deep. The goal of root cause analysis is to find out:
Problem (what happened);
Reason (why);
Measures (how to prevent the problem from happening again)
The tools of root cause analysis include causality diagram, brainstorming, fishbone diagram, WHY-WHY diagram, etc.
The most common contents of root cause analysis are: asking "why is the current situation" and recording possible answers; Then, ask a why for each answer one by one and record the reasons. The purpose of root cause analysis is to find out the influencing factors of the problem.
And analyze all the reasons. By repeatedly asking "why", this method can gradually lead the problem to a deeper level until the root cause is found.
Good at managing time.
(1) long-term, professional matters (such as project matters that require teamwork);
Things that affect short-term professionalism (such as singleness, weak continuity, and professional work that can be done by itself);
Things that affect for a long time and are not professional (such as relatively simple work, but affect a series of subsequent work arrangements);
Things that affect short-term and are not professional (such as simple procedural work and no follow-up influence).
(2) shielding interference method and batch method
③ Authorization processing method
④ Establish the habit of checklist.
Project management and control ability
Because project management focuses on project objectives, it clearly manages and strictly manages time, cost, quality, scope, risk and other factors, and each project has its own owner. After determining the goal and the person in charge of the project, other people will implement it.
Support, intermittently review the progress of the project, and then analyze and solve the existing problems, so as to continuously push the project forward.
D must have the ability to sort out the process.
Gather relevant personnel, start the HR process from the talent demand put forward by the business department, and review the whole process of recruitment interview, new employee entry, probation period management, employee entry management, personnel retention and incentive, resignation management, etc. And found that each link has a lot to improve. List the pain points that affect the efficiency of human resource management, staff morale and staff stability, and put forward improvement measures, including policies, systems, processes, tools or templates that need to be formulated or modified.
E. ability to collect, refine and analyze data
Data is a very important tool and weapon for HRBP. With data, you have the right to speak, persuasion and competitiveness.
Data and the logical thinking behind it can support decision-making.
In HR work, there are still many problems that can be solved by data, such as the comparison between the company's salary level and the industry's salary level, the distribution of resignation reasons, the analysis of personnel structure, the analysis of personnel changes in different departments and levels, and the evaluation of employees' performance results on supervisors.
Price feedback.
Data-based human resource management decisions can be divided into the following five steps:
(1) Determine the objectives, that is, clarify why data analysis is needed, what problems need to be solved, and what management decisions need to be promoted.
(2) Determine the logic of calculation, that is, the process of deducing the results step by step from which data.
(3) Collect as objective and detailed data as possible. These data should have the consistency of different time series. Some data that are not available for the time being should be derived by logical methods; Some data need to be obtained through careful investigation.
(4) Analyze the data. We can see the problem and draw a series of conclusions.
(5) On the basis of data analysis, make human resource management decisions.
F. Communication skills of "keeping things quiet"
Human resource management will eventually return to caring and caring for people, and it is our constant pursuit to stimulate everyone's creativity and ability. Stimulating people's vitality, creativity and humanity can not be solved by process system.
Certainly, while there is a rigid process system, we should do a good job in flexible human resource management, walk into employees, listen to their voices, actively give them responses, services and help, and let employees open their hearts to HRBP. HRBP should have the dynamic sensitivity of employees, collect these problems and needs, feed them back to the company leaders, actively provide suggestions, remind the company leaders of the key problems that need to be solved, constantly do practical things, solve problems at the employee level, and build a good organization.
"manage" others
(1) Leading "Management"
A work report on improving self and leadership.
First, the scheme should reflect the characteristics of the organization where HRBP is located, be grounded, and do not engage in a "textbook-style" scheme that is universally applicable. This scheme can't solve the problems of this organization in a targeted way. So, what HRBP must do is
The customized HR scheme with organizational characteristics is based on the individual problems of the organization and can solve the specific problems of the organization because such a scheme is effective.
Second, the solution should reflect "from customer demand to customer demand", because the solution made by HRBP is to help merchants solve problems, so the demand for solving problems should come from merchants, and the solution to problems should belong to merchants.
For business, don't talk about HR solutions without business.
Third, the scheme should have both macro ideas and small skills or descriptions. Macro thinking reflects the overall logic of your problem solving, while small aspects reflect the depth of your investigation and the fineness and feasibility of considering the problem.
Make love. Therefore, in the scheme, there should be a degree of thickness, and it should be explained in plain words.
B put yourself in the leader's shoes.
Different leaders will have different styles, so in the process of getting along with different leaders, it is most important to be able to put yourself in the other's shoes and help superior leaders do a good job.
(2) "management" of subordinates
A help grass-roots managers improve their human resource management ability.
① Solve the problems of HR knowledge and methodology.
Grass-roots managers' human resource management training empowerment projects include all project managers and front-line business department heads. The content of this project covers the knowledge and methods of human resources that grass-roots managers should master in the whole process from employee entry to on-the-job management and resignation. What key actions can grass-roots managers do to enhance team cohesion, stimulate team morale, improve employees' ability and performance, and identify and retain core employees to meet organizational needs and employee needs?
② Template for solving basic HR processes and tools.
Make the processes commonly used by grass-roots managers into the HR Manual for Grass-roots Managers, covering two parts, one is what grass-roots managers should know about human resources (the content of HR training for grass-roots managers), and the other is the basic process and tool template of HR.
Team management:
GRPI mode:
1.GRPI model
① Goal: The goal is the core mission of the team, which needs to abide by the SMART principle.
② Roles: the job responsibilities (job descriptions) and key tasks of team members (determined by decomposing objectives).
A team's work objectives are divided into specific positions, job responsibilities, specific outputs and measurable indicators.
List of main tasks in different stages of Group B
Clear performance contract, including job responsibilities and key tasks.
③ Work flow
The workflow part of GRPI model embodies a team's mechanism to deal with problems, such as how to make decisions, how to solve contradictions and how to share information, which is the key part of how team members interact with each other to complete their work and achieve their goals.
Points.
Workflow resume comes from combing the routine process, but in addition to the routine work, there are also key jobs of employees. How to manage the key work of employees? There are two ways:
1. Hold a regular departmental meeting every Monday: make clear the five most important tasks of this week, check whether the work was completed last week, and help if there is any difficulty.
Second, use the flexibility of leisure time to communicate with subordinates, ask about the progress and help advance.
4 interpersonal relationships.
The goal of team interpersonal relationship includes the following parts:
① Maintain frankness and mutual trust in interpersonal communication;
② Pay attention to mutual adaptation when interacting with other team members;
③ Be flexible when getting along with other team members;
④ Be creative when getting along with other team members;
⑤ Team atmosphere can promote the working process of the team (including communicating with others and handling contradictions), thus promoting the overall development of team work.
Growth mode:
GROW, which is used to guide others, is an effective tool for setting goals and finding solutions. Its purpose is to find the answer and determine the goal of the action plan with the help and inspiration of coach-type leaders.
Growth is growth, which is to help employees grow.
G (goal setting) stands for confirming employee performance goals;
Reality check
) is the status quo, it is necessary to find out what the status quo and objective facts are and find the motivation;
O (option) stands for finding a solution;
W (what? What time? Who is it? Will. What should be done?
? ) stands for action plan and review time.
C. organizing climate management
C 1 in order to improve the enthusiasm of employees, employees carry out "energy management"
The energy management of employees is also the subjective initiative of employees. If employees can be kept in a positive energy state, their performance will be in a relatively stable and high state, and it is easier to achieve personal and organizational goals. The following are some management behaviors that cause employees to generate negative energy. How to manage employees' energy can be summarized as the following three points:
(1) To manage employee energy, it is necessary to continuously implement the basic actions of performance management.
The output of employees' performance is a continuous process, and managers should pay attention to, check and evaluate employees' performance and give timely feedback.
(2) Managing employees' energy by changing the content of performance communication.
Performance communication is mainly divided into two parts, one is communication content, and the other is communication methods and methods. Performance communication should not only communicate things (performance goals), but also communicate employees' ability, attitude, thinking and behavior.
(3) Improve the effect of employee energy management by increasing the adoption rate.
The adoption rate will have a great impact on the performance results, and adoption is the recognition, acceptance and application of performance improvement measures by employees.
How to improve the employee's adoption rate: ① Before communication, employees conduct performance self-evaluation and explain the reasons, and then organize to evaluate their performance on this basis; (2) performance communication should be multi-scenario.
C2 gives employees anything they want.
Do as you would be done by. Generally speaking, in the process of getting along with employees, leaders should:
(1) We should not only care about the work of employees, but also care about their lives.
(2) When employees have problems with themselves, stop their work.
(3) Constantly give employees "likes"
(4) Give the team a stable "harbor"