S公司人力资源业务伙伴模式转型的路径研究

【作者】 李辉；

【导师】 赵曙明；

【作者基本信息】 南京大学 ， 工商管理（MBA）（专业学位）， 2016， 硕士

【摘要】 随着知识经济的浪潮袭来,全球经济的快速发展和中国经济的转型给企业带来了巨大的机遇,同时企业开始意识到人才作为唯一不可复制的的资源才是其最核心的战略资本。人才竞争的加剧也是企业在未来很长一段时间内将要面临的巨大挑战,为了更好的适应新形势下的发展模式,很多企业开始重新审视其内部的人力资源部门,企业开始意识到传统的人力资源部并不能发挥其应有的作用,甚至近年来很多文章中居然出现了是否应该“去人力资源化”的讨论。现有的人力资源管理模式显然已经不能适应新形势的需要,传统的人力资源沉溺在事务性工作中而缺乏关键产出,人力资源转型势在必行。与此同时,在20世纪90年代,人力资源管理专家戴维尤里奇提出了人力资源转型的理论,他认为在未来人力资源为企业做出贡献和实现增值的方式就是转型成为“人力资源业务伙伴”,人力资源需要新的运作模式和全新的工作方式,不论是人力资源从业者本身还是其利益相关者都需要以全新的眼光看待人力资源的工作。这个新的运作模式促使人力资源从业者不再拘泥于传统的人才招聘,培训协调,薪资福利安排等传统事务性工作,而是要求人力资源部门要从战略的角度出发,扮演四个核心角色,即战略伙伴、行政事务专家、员工畅言者和变革推动者,借助以人力资源业务伙伴、人力资源专家和人力资源共享服务中心相结合三支柱模型为企业的战略目标做出重要贡献。作者依据对国内外相关文献和理论的研究,根据人力资源发展的阶段和模式人力资源管理的不同模式,探究了人力资源业务伙伴的运作模式,并结合自身所在的S公司在推行业务伙伴模型中的实践,对目前公司在人力资源领域存在的问题进行了深入的分析,对转型初期的业务伙伴运作模式进行诊断,指出S公司业务伙伴转型的必要性,明确指明了转型的路径选择,进一步提出了业务伙伴的胜任能力模型和在业务伙伴机制下人力资源外包的设想。希望本文的研究成果能为将来的学术理论研究对该模式的研究提供一定的理论基础,并给应用该模式的其他企业提供一定的借鉴。更多还原

【Abstract】 In recent years,as the knowledge economy approaching,the rapid growth of the global economy together with the transformation of China economy,shows a great opportunity to the Chinese enterprises,meanwhile,the entrepreneurs have realized that the core competency is the talent itself,which is non duplicable,can add a great value to the strategy.The fiercest competition towards knowledge capital among organizations is a great challenge for a long term faced by the companies.In order to adapt to the new circumstance quickly,quite a lot of companies have started to re-evaluate the human resource functions,they realized that the human resource did not contribute to the companies’ growth as it supposed to be.We can see in recent years,a number of articles,columns have the debate on the question "Should we do away with HR?" Current function model of human resource is no longer favorable and out-dated,the traditional way of doing human resource business in unproductive,the transformation of human resource is on its way.In late 1990’s human resource expert Mr.Dave Ulrich proposed a new function model for human resource,he pointed out that "the next agenda for adding value and delivering results to the company’s strategy is to transform to the "Human Resources Business Partner".The HRs should change the working pattern,a new pattern emerges when ideas create new frameworks,new ways of doing work,and of course new expectations for the work held by both HR professionals and their clients.The new pattern will enable HR no longer be fully occupied by administrative employees’service tasks,such as daily recruitment,training course arrangement or payroll and benefit.HR will transform to executives to enterprise’s strategic cooperation partners,play four critical roles-to become a Strategy Partner,an Administrative Expert,an Employee Champion and a Change Agent.A function model called "three pillars",which consist of a Human resource Business partner center,a shard service center and a HR expert center.On the basis of the reading a lot of domestic and foreign literature,according to the development stage of human resource and the function of human resource,this paper presented a case study on S Firm,identified the problems in human resource field and made analysis on the initial transformation of business partner model.All these showed that the transformation is necessary,the paper pointed out the path leading to a successful business partner model as well.The competence model for business partner and human resource business process outsourcing is a key element to the transformation as well.It is hoped that the achievements of this paper will bring value to the further study and benefit more companies that will explore a way to the business partner model.更多还原