S公司人力资源业务合作伙伴模式变革研究 人力资源“三支柱”管理模式是近年来人力资源管理基于V.U.C.A时代来临的一 次与时俱进的革新，它将人力资源由原有的六大模块向人力资源合作伙伴(HRBP)、人 力资源专家(HRCOE)、人力资源共享中心(HRSSC)构成的人力资源三支柱模式转型。这 种新的人力资源管理模式旨在帮助企业面对自身快速的发展和越来越复杂化的外部生 存环境，适应成长，推动变革，实现战略落地。由于三支柱模式中的人力资源战略合 作伙伴是需要深入到业务中去，解决过往人力资源部门与业务脱节、管理制度留于形 式、企业在达成其战略目标过程中无法得到人力资源部门的有效支持等一系列的难题， 因此人力资源战略合作伙伴也是整个三支柱的基础。三支柱模式被国内外很多企业引 入到内部，并结合企业实际情况成功构建符合自己的以人力资源合作伙伴模式为基础 的三支柱模式。 本文通过S公司在日常管理中出现的混乱现象而触发思考，进而开展了组织诊断 和对现有人力资源部门组织效能的诊断，根据诊断结果分析得出组织因为快速成长而 带来了变革的迫切需求；然后原有人力资源管理工作模式却流于表面无法落地，更无 法承接组织提出的变革需求。面对这一挑战，人力资源部负责人开始思考和借鉴国内 外成功企业人力资源管理模式：人力资源战略合作伙伴模式;并根据组织诊断的结果分 析得出人力资源战略合作伙伴在S公司的角色定位和基于这些角色的定位的能力模型。 同时，根据人力资源部组织效能分析结果，制定三支柱推广计划，即重点优先打造和 推广HRBP团队，促进HRBP与业务部门建立起战略合作关系。 考虑到人们对于变革的保守状态，制定出分步骤的推广计划；一共分为三部，第 一步是建立和改变业务部门对人力资源部的认知，提升人力资源部在业务部门的群众 基础；第二步是通过帮助实现战略落地、解决业务痛点、提供专业的人力资源方案， 建立起人力资源部在业务部门的合作信任关系，加深人力资源部在业务部门的影响力。 促进帮助业务完成目标。第三步是在奠定了深厚的和合作信任关系后，HRBP成为变革 的推动者和拥护者，最终帮助组织在多变充满挑战的时代里赢得市场和消费者。 关键词： HR三支柱管理模式，HRBP，变革 III Abstract Research on the model change of Human Resource Business Partner in S Company The "three pillars" management mode of human resources is an innovation of human resources management based on the coming of v. u. c. an era in recent years. It transforms human resources from the original six major modules to the three-pillar model composed of human resources partners (HRBP), human resources experts (HRCOE) and Human Resources Sharing Center (HRSSC). This new human resource management model aims to help enterprises adapt to the rapid development of their own and increasingly complex external living environment, adapt to growth, promote change, and achieve strategic landing. As the strategic partner of human resources in the three pillar model needs to go deep into the business, solve a series of problems such as the disconnection between human resource department and business, management system left in form, and the enterprise cannot get effective support from human resource department in the process of achieving its strategic objectives, so the strategic partner of human resource is also the basis of the whole three pillars. The three-pillar mode has been introduced into the interior of many enterprises at home and abroad, and combined with the actual situation of enterprises, it has successfully constructed a three-pillar mode based on the human resource partnership mode. In this paper, through the chaos phenomenon in the daily management of S company, we carry out the organization diagnosis and the diagnosis of the organizational effectiveness of the existing human resources department. According to the analysis of the diagnosis results, the organization has an urgent need for change because of its rapid growth. Then, the original human resource management work mode is superficial and unable to implement, let alone undertake the organization's proposed the need for change. In the face of this challenge, the head of human resources department began to think about and learn from the successful human resource management mode at home and abroad: human resource strategic partnership model. And according to the results of organizational diagnosis, the role positioning of human resource strategic partners in S company and the ability model based on the positioning of these roles are obtained. At the same time, according to the results of the organizational effectiveness analysis of the human resources department, a three-pillar promotion plan was formulated, which not only focused on building and promoting the HRBP team, but also promoted the establishment of strategic cooperative relationship IV between HRBP and business departments. Considering the conservative state of people for the change, the paper formulates a step-by-step promotion plan. It is divided into three parts. The first step is to establish and change the business department's understanding of the human resources department and enhance the mass base of the human resources department in the business department. The second step is to establish human resources by helping to implement the strategy, solving business pain points and providing professional human resource solutions the cooperation and trust relationship between the Department and the business department will deepen the influence of the human resources department in the business department. Promote and help the business achieve its goals. The third step is that after establishing a deep and cooperative trust relationship, HRBP becomes the promoter and supporter of change, and ultimately helps the organization win the market and consumers in the changeable and challenging era. Keywords: HR three pillar management mode, HRBP, Change V 目 录 第1章 绪论 ..................................................................................................... 1 1.1 研究背景 ................................................................................................. 1 1.1.1 人力资源发展历史背景 ................................................................... 1 1.1.2 人力资源发展现状背景 ................................................................... 3 1.1.3 外部经济背景 ................................................................................... 3 1.2 研究意义 ................................................................................................. 4 1.2.1 理论意义 ........................................................................................... 4 1.2.2 现实意义 ........................................................................................... 5 1.3 主要研究内容及论文框架 ..................................................................... 5 1.4 研究方法 ................................................................................................. 6 第2章 相关理论综述 ..................................................................................... 8 2.1 现代人力资源管理理论 ......................................................................... 8 2.2 传统人力资源管理六大模块理论 ......................................................... 9 2.3 人力资源三支柱理论 ........................................................................... 10 2.4 能力模型构建理论 ............................................................................... 13 第3章 S公司人力资源工作分析 ................................................................ 16 3.1 S公司简介 ............................................................................................ 16 3.2 S公司业务现状分析 ............................................................................ 17 3.2.1 S公司在华行业及产品介绍 .......................................................... 17 3.2.2 S公司在华组织架构介绍 .............................................................. 18 3.3 S公司人力资源工作存在的问题调查 ................................................ 18 3.3.1 S公司人力资源业务发展历史 ...................................................... 18 3.3.2 访谈设计与调查 ............................................................................. 20 VI 3.3.3 问卷调查与分析 ............................................................................. 21 3.4 S