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人力资源管理也是企业顾问

发布时间:2016-07-07

说到HR,无非是薪酬、培训、招聘等几大平行职能模块,而联想的HR 组织结构则另辟蹊径。其主要有三大功能:第一是人事服务,包括档案管理、薪酬发放、社保、入离职手续,员工福利等。第二是人力资源政策,制定HR 业务流程并保证合规,主要工作是政策制定和流程管理。第三就是人力资源咨询,在联想把它叫做HRBP(Business Partner),与业务部门在一起工作,扮演顾问角色,针对各业务线或区域的情况制定人力资源策略,推进人力资源管理项目实施等。 HRBP(Human Resource Business Partner)又称为人力资源业务合作伙伴。HRBP实际上就是企业派驻到各个业务部门或事业部的人力资源管理者,主要协助各业务单元高层及经理在员工发展、人才发掘、能力培养等方面的工作。

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YUNYINGJINGLI(Operations Manager)。YUNYINGJINGLIYIZHISHISUOYOUHRBPDOUQIWANGNENGGOUBANYANHAODEJIAOSE,YESHIMEIGESHIXINGBPZHIDEQIYEQIWANGSHIXIANDEMUBIAO。YUNYINGJINGLIZHEIYIJIAOSE,DUIHRTICHULEZHUDUOYAOQIU,RU:NENGGOUJISHIPINGGUBINGZHUIZONGYUANGONGDEGONGZUOTAIDU,NENGGOUJIJIDIYUYUANGONGGOUTONGZUZHIWENHUA、ZHENGCEYIJIGONGZUOLIUCHENG,QUEBAORENLIZIYUANBUYUQITAYEWUBUMENDEGONGZUOBUDIAOBAOCHIYIZHI。 JINJISHIJIANCHULIZHE(Emergency Responder)。JINJISHIJIANCHULIZHESHIDANGQIANZHONGDUOBENTUQIYEHRRICHANGGONGZUOZHONGZUICHANGBANYANDEJIAOSE,YINCIYEJIUDEDAO“JIUHUODUIYUAN”ZHEIYIYAHAO。“JIUHUODUIYUAN”DEJIAOSE,YAOQIUHRNENGGOUJISHIYINGDUIGEZHONGJINJISHIJIANBINGCHULIGEZHONGYUANGONGTOUSU,YAODUIQITABUMENJINGLIHEYUANGONGTICHUDEWENTIXUNSUJIYUYINGDAHUOTIGONGJIEJUEFANGAN。RANER,JINJISHIJIANCHULIZHEJINGCHANGPIYUBENZOUZAIGEZHONGFANSUODESHIJIANZHIZHONG,RENLIZIYUANGUANLIXIAOLVBINGBUGAO。

YUANGONGZHONGCAIZHE(Employee Mediator)。YUJINJISHIJIANCHULIZHEYIYANG,BANYANYUANGONGZHONGCAIZHEYESHIDANGQIANZHONGDUOBENTUQIYEHRDECHANGTAI。BANYANZHEIGEJIAOSE,YIWEIZHEHRNENGGOUDIAOJIEYUANZIQIYENEIBUGEGECENGMIANDELAOZIMAODUN,RANERZHEIXIEMAODUNHENNANTONGGUORENLIZIYUANBUDEYIJIZHILIDEYIJIEJUE,YINCIXUDUOHRWANGWANGGANTANZUOYOUWEINAN、SHOUJINZHIZE。

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SAN、TISHENGSHENGRENLIDEWUDATIAOZHAN YANJIUBIAOMING,ZUOWEICHENGGONGDEHRBP,QIJIAOSETEDIANZHUYAOKEYIGUINAWEI:SHANYUYONGYEWUYUYANMIAOSHUHRWENTI、SHANYUJIEHEHRZHUANYEZHISHIYUYEWUZHISHILAIFAXIANBINGJIEJUEQIYENEIBUWENTI、GUANZHUBINGZHICHENGYEWUJIXIAODENG。 HRBPZHISUOYINENGGOUCHENGWEICHENGGONGDEZHANLVEHUOBAN,ZHUYAOYILAIYUGERENYINSU、GANGWEISHEJIYIJIHRZUZHIJIAGOUHEYUSUAN。SHISHISHANG,QIANLIANGXIANGSUOZHANDEYINGXIANGBIZHONGZUIDA,ERGERENYINSUDEBIZHONGZAISANZHEZHONGZUIGAO,QIZHONGHRDESHENGRENNENGLIQIDAOLEZUIWEIGUANJIANDEZUOYONG,RANHOUCAISHIJINGYAN、DONGJIHESHOUJIAOYUCHENGDUDENG。

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挑战二:增强商业意识。不少企业在人力资源管理的转型过程中,会从业务部门抽调精干人员组建HRBP团队。这种做法能够在一定程度上缓解HR管理人员在业务把控能力方面的欠缺。 许多企业认为,HR专业知识相对于其他业务能力更容易获得与培养,从业务部门选拔HRBP团队可以通过短期培训掌握HR专业知识,再加上对业务的了解以及敏锐度,这个团队就能够迅速进入HRBP的角色。事实也证明,不少企业的HR高管并不都是人力资源专业科班出身,有的甚至没有任何相关工作经验。而恰恰是这些高管,往往能够跳出HR固有的思维模式,赋予人力资源管理以营销意识,为组织提供更具战略性的参考建议。诸多成功的范例显然为专业出身的HR敲响了警钟,科班出身的HR高管需要反思自身的弱点与竞争者的优势,并积极从商业知识方面提升自己的胜任力。 与其他业务部门出身的HR相比,人力资源管理专业出身的HR在人力资源专业知识方面具有比较优势。但在企业中,正体现HRBP战略价值的并不是人力资源专业基础,而是其是否具备“商业意识”,即能够推动业务发展的能力。HRBP在具有战略上的超前意识的同时,更应该优化企业内部的工作流程,用更贴近业务部门思维的方式解决人力资源管理中的种种问题。 目前虽然一些企业HR正在朝这个方向努力,但大多数HR还处于就人力资源管理谈人力资源管理的层面,HR的商业意识普遍薄弱,对于企业业务流程知之甚少,对运营管理方面的专业知识也比较缺乏。

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