I 摘要 互联网时代万物叠加、颠覆又互联共生，一切资源高速转换组合逻辑，并以 更自由也更激烈的方式包融共享经济、创客、跨界思维等多元化时代元素，创造 了融合与裂变循环的时代新视角。巨变时代多元焦点的硬核式植入倒逼着传统人 力资源管理必须进行全面的变革转型来完成个体与组织的价值契合。此外，互联 网+燃起了无数事业型人才创业创新的梦想，通过自身的资源和素质正以创客思 维包融互联网进行深度转型，并试图打破传统雇佣制成为企业的新型合作伙伴。 同时，企业担负人才孵化器和中心链接器的资源平台角色，推动人力资源业务合 作伙伴（HRBP）以新型事业合伙人的角色突破传统的雇佣制模式植根于企业内 部，进而激活新的人力资源业务合作伙伴管理模式。因此，如何厘清HRBP的 角色定位，深挖HRBP的循环价值创造，构建适合企业发展的HRBP管理模式 逐渐成为当前人力资源管理的重要课题。 本文以BM公司为背景，结合时代背景通过访谈了解企业HRBP管理模式建 设现状并对企业中现存的问题进行分析，在打破传统人力资源格局的基础上构建 新型HRBP管理模式三角平衡关系，重构企业内三支柱格局，同时结合访谈及 问卷运用统计分析方法重新对企业HRBP进行角色定位及多角色分层，从而提 出适合BM公司的HRBP管理模式发展的提升策略，使之满足BM公司管理的 实际应用与循环价值创造。本文旨在助推HRBP在巨变时代的创新变革中通过 循环裂变实现循环赋能与价值创造，从而为企业的可持续发展增添可借鉴的理论 与实证经验，为充分释放HRBP管理价值贡献微薄之力。 关键词：人力资源业务合作伙伴（HRBP）；BM公司；HRBP管理模式； 三支柱格局 Abstract II Abstract IntheInternetera,allthingsaresuperimposed,subvertedandinterconnected,and transformedintocombinationallogicatahighspeed.Allthingsalsointegratethe elementsofpluralisticerasuchasInternet+,sharingeconomy,makersand cross-borderthinking.Allofthesecreateanewperspectiveofintegrationandfission erainamorefreeandintenseway.Thecoreimplantationofmultiplefocalpointsin theeraofgreatchangeforcesthetraditionalhumanresourcemanagementtocarryout comprehensivetransformationtocompletetheintegrationofindividualand organizationalvalues.Inaddition,theInternetboomhasfueledthedreamsof countlessentrepreneurialtalents.Throughtheirownuniqueresourcesandquality, entrepreneurialtalentsareembracingtheInternetinadeeptransformationwiththe thinkingofmakers,andtryingtobreakthetraditionalemploymentintoanewtypeof partnerforenterprises.And,theenterprisetakesontheroleofresourceplatformas talentincubatorandcentrallinker,andpromotesHRBPtobreakthroughthe traditionalemploymentmodeandtakerootintheenterprisewiththeroleofnew businesspartner,soastofurtheractivatethenewmanagementmodeofhuman resourcebusinesspartner.Therefore,howtoclarifytherolepositioningofHRBPand deeplyexploreHRBP'scircularvaluecreationandhowtobuildasuitableHRBP managementmodelforenterprisedevelopmenthasgraduallybecomeanimportant topicofcurrenthumanresourcemanagement. ThispapertakesBMcompanyasthebackground,andanalyzestheexisting problemsintheenterprisebycombiningthecharacteristicsofTheTimesandthe currentsituationofHRBPmanagementmodeconstruction.Onthebasisofbreaking thetraditionalpatternofhumanresources,itconstructsthetriangularbalance relationshipofthenewHRBPmanagementmodeandreconstructsthenew three-pillarpatternintheenterprise.Atthesametime,thepaperusesstatistical analysismethodtore-positiontheroleofHRBPandstratificationofmultipleroles onthebasisofcomprehensiveinterviewandquestionnaire,soastopropose promotionstrategiessuitableforthedevelopmentofHRBPmanagementmodeofBM companyandmeetthepracticalapplicationofmanagementandcircularvalue creationofBMcompany.ThepurposeistopromoteHRBPtorealizecycle Abstract III empowermentandvaluecreationthroughcyclefissionintheinnovationand transformationintheeraofgreatchange,soastoaddempiricalexperiencethatcan beusedforreferenceforthesustainabledevelopmentofenterprises,andmakea modestcontributiontofullyreleaseHRBPmanagementvalue. Keywords:Humanresourcebusinesspartner(HRBP)；BMcompany； HRBPManagementModel；Three-pillarpatter 目录 目录 摘要.........................................................................................................................I ABSTRACT...................................................................................................................II 第1章绪论..........................................................................................................1 1.1研究背景及意义...............................................................................................1 1.1.1研究背景...................................................................................................1 1.1.2研究意义...................................................................................................2 1.2国内外研究综述...............................................................................................3 1.2.1国外研究现状...........................................................................................3 1.2.2国内研究现状...........................................................................................4 1.3研究内容和方法及技术路线...........................................................................5 1.3.1研究内容...................................................................................................5 1.3.2研究方法...................................................................................................6 1.3.3技术路线...................................................................................................7 1.4文本创新点.......................................................................................................8 1.5本章小结...........................................................................................................8 第2章人力资源业务合作伙伴相关理论概述........................................................9 2.1相关概念界定...................................................................................................9 2.1.1事业合伙人...............................................................................................9 2.1.2创客与创客化经营...................................................................................9 2.2人力资源管理相关理论.................................................................................10 2.2.1人力资源管理六模块理论.....................................................................10 2.2.2胜任素质模型.........................................................................................11 2.3人力资源业务合作伙伴相关理论.................................................................12 2.3.1HRBP的内涵...........................................................................................12 2.3.2三支柱理论.............................................................................................12 2.3.3四角色模型.............................................................................................13 2.4本章小结.........................................................................................................14 第3章BM公司HRBP管理模式现状..................................................................15 3.1BM公司简介....................................................................................................15 3.1.1公司简介.................................................................................................15 目录 3.1.2前期人力资源管理模式.........................................................................15 3.2BM公司HRBP管理模式现状..........................................................................17 3.2.1架构先行的HRBP践行模式...................................................................17 3.2.2HRBP的角色定位及素质模型................................................................20 3.2.3全国HRBP线的铺设进程.......................................................................21 3.3HRBP管理模式变革升级的曲折探索............................................................21 3.3.15年起步期的自有化探索......................................................................21 3.3.2HRBP转型升级的价值探究....................................................................22 3.4本章小结........................................................................