在“产业升级”“互联网+”“人才争夺战”的大背景下，企业经营面临着前所未 有的竞争，互联网+的大浪潮，也让更多有创业梦想的年轻人加入，使得整个行业从 产品到服务都在经历着革命性的颠覆。企业想要打造其竞争优势并持续发展，需要牢 牢地把握好人的要素，于是开始纷纷学习国外先进的管理理念，来进行人力资源管理 的创新优化。Y公司就是由四个在校大学生在这股浪潮中创立并成长起来的企业，而 作为轻资产的互联网公司，人才的重要性尤为突出。 本文选择Y公司为研究对象，对其进行产业分析和现行人力资源组织体系研究， 通过内部抽样问卷和访谈求证，找出公司现阶段人力资源模式出现的关键问题及其形 成原因，问题主要有以下五方面：HR各个模块之间缺乏联动各自为战、HR面临信任 危机、公司人员配置不完善、岗位职责不清晰、激励奖惩制度不合理。针对这些问题 和Y公司的实际情况，本文尝试将人力资源业务合作伙伴的标准模式因地制宜地应用 到Y公司当中，设计了Y公司的HRBP组织框架，对HRBP模式下的业务流程按照 五个问题进行针对性对应设置。同时，探讨该模式要在Y公司发挥其价值，需要从高 层宣导，得到高管的支持，业务部门全员统一思想，并做好HRBP团队建设。本文对 HRBP模式的构建及实施策略是针对Y公司现阶段情况来制定的，在应用过程中，要 根据企业发展及市场变化，及时做出优化。改革并不是一蹴而就的，需要不断探索与 调整，最终实现用适合的人力资源模式来打造公司竞争优势，驱动业务发展，推动战 略实现。 笔者期望借本文抛砖引玉，让更多优秀的人力资源工作者不断探求人力资源业务 合作模式在各种不同规模不同类型企业的有效性，逐步提高全行业的人力资源管理水 平。同时，以Y公司为样本摸索出这一类型企业在实践中，该如何通过管理模式的改 革来提升HR整体价值，支持企业战略可持续发展，并试图找出人力资源业务合作模 式在企业内的实践规律，丰富该模式的案例及相关理论。 关键词：互联网公司，HRBP模式，人力资源三支柱 iii ABSTRACT In the context of "Industrial upgrading", "Internet +" and "war for talent", enterprises are facing unprecedented competition. In the situation of Internet +,more young people with entrepreneurial dreams join in,so that the entire industry from products to services are experiencing a revolutionary overturn. If enterprises want to build their competitive advantage for sustainable development, it is necessary to firmly grasp the elements of people, therefore, they began to learn advanced foreign management concepts to carry out the innovation and optimization of human resource management. Y Company, founded by four college students, is one of the companies that grew up in this wave,as asset-light internet companies, the importance of talent has become increasingly prominent. Based on Y company as sample, through analyzing Y company in industry and the current human resources organization system, through the internal sampling questionnaire and interview verification analysis, find out the key problems and their formation reasons of the company's current human resource model, there are mainly the following five aspects: the lack of linkage between the various modules of HR, crisis of trust in HR, imperfect personnel allocation,unclear job responsibilities, unreasonable incentive reward and punishment system. In view of these problems and the actual situation of Y company, this thesis attempts to apply the standard mode of human resources business partners to Y company according to local conditions, designs the HRBP organizational framework of Y company, and sets the business process under HRBP mode according to five problems. At the same time, in order to play its value in Y company, it is necessary to promote the model from the top, get the support of senior executives, unify the mind of all the business department members, and pay attention to the team building of HRBP. The construction and implementation strategy of HRBP model in this thesis is formulated according to the current situation of Y Company. In the application process, timely optimization should be made according to the development of the enterprise and market changes. Reform cannot be accomplished overnight. It needs to be continuously explored and adjusted, so as to build the company's competitive advantage with the appropriate human resource model, drive business development and promote the realization of strategy. The author hopes that more outstanding human resource workers will continue to explore the effectiveness of the model in enterprises of different sizes and types, and gradually improve the human resource management level of the whole industry. At the same time, taking Y company as the sample, this thesis tries to find out how to improve the iv overall value of HR through the reform of management mode,support the sustainable development of enterprise strategy, it also tries to find out the practice rules of the model of human resource business partner and enriches the cases and related theories of this model. Keywords: Internet companies, HRBP model, three pillars of human resources v 目录 第1章 绪论 ......................................................................................................... 1 1.1 研究背景 ....................................................................................................... 1 1.2 研究意义 ....................................................................................................... 1 1.2.1 理论意义 ........................................................................................... 1 1.2.2 实践意义 ........................................................................................... 2 1.3 研究思路与方法 ........................................................................................... 2 1.3.1 研究思路 ........................................................................................... 2 1.3.2 研究方法 ........................................................................................... 3 第2章 文献综述与理论基础 ............................................................................. 4 2.1 HRBP相关理论 ........................................................................................... 4 2.1.1 人力资源业务合作伙伴模式定义 ................................................... 4 2.1.2 三支柱理论 ....................................................................................... 5 2.1.3 角色理论 ........................................................................................... 6 2.1.4 双因素理论 ....................................................................................... 7 2.1.5 理论述评 ........................................................................................... 8 2.2 HRBP模式有效性研究 ............................................................................... 8 2.3 HRBP模式实践做法研究 ........................................................................... 8 2.3.1 HRBP模式产生原因及作用路径 ................................................... 8 2.3.2 HRBP模式实践应用 ..................................................................... 10 第3章 Y公司人力资源管理现状分析 ........................................................... 12 3.1 Y公司简介 ................................................................................................. 12 3.1.1 Y公司产品与服务介绍 ................................................................. 12 3.1.2 Y公司所处产业分析 ..................................................................... 13 3.1.3 Y公司组织架构 ............................................................................. 14 3.1.4 Y公司人力资源现状盘点 ............................................................. 15 3.1.5 Y公司人力资源管理模式分析 ..................................................... 20 3.2 Y公司人力资源管理体系存在的问题 ..................................................... 21 3.2.1 问卷调查结果统计与分析 ............................................................. 21 3.2.2 访谈结果统计与分析 ..................................................................... 25 3.2.3 Y公司人力资源管理体系存在的问题 ......................................... 30 vi 3.3 Y公司人力资源管理问题成因分析 ......................................................... 32 3.3.1 公司定位不明确 ....