摘要
摘要
当今世界逆全球化态势逐步明晰，伴随着新冠疫情反复，国家提出构建以国内大循
环为主体、国内国际双循环相互促进的新发展格局，对全国各行业而言，挑战前所未有。
未来，面对技术革新、行业竞争加剧、生产消费关系重构，企业亟需修炼好内功，将人
力资源管理提升到战略高度，以期在未来竞争中取得先发优势。
很多大型企业期望通过将人力资源体系内员工从基础事务中解脱，让人力资源部更
多聚焦人力资源如何支撑战略、业务对人力资源的需求、建设人才梯队等人力资源战略
的发展。“人力资源三支柱”模型通过对人力资源业务进行再分配，将人力资源体系内
员工从关注基础事务中解脱出来，把更多精力放在关注人力资源体系建设、业务单元人
力资源需求、人才培养上。“人力资源三支柱”模型研究有可复制、可实践意义。
本文通过文献研究、调研、问卷、访谈等形式对 X集团人力资源发展现状进行诊断，
发现 X集团人员老化、人才梯队闭塞、人岗匹配度较低、中层管理能力薄弱、员工满足
感低等亟待解决的问题，需要通过人力资源三支柱模式对人力资源体系进行变革、重构，
从而让人力资源体系内员工能深入业务、了解业务，更有力的支持业务。
本文通过设计 X集团人力资源三支柱角色定位，重构人力资源组织形式，对人力资
源三支柱角色职责进行划分，编制人力资源三支柱岗位任职资格，设计三支柱落地步骤，
为 X集团三支柱落地提供支撑。通过为 X集团构建三支柱组织，解决 X集团总部、业
务单元人力资源体系“两张皮”现象：实现集团人力资源战略、政策落地；规范薪酬福
利、绩效、培训、招聘、员工关系机制，建立统一的人力资源标准。
关键词：人力资源三支柱，人力资源管理，三支柱转型，人力资源管控，组织优化，权
责划分
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西北大学硕士学位论文
ABSTRACT
The trend of anti-globalization is becoming much clear, with the COVID-19 epidemic
repeat, China has proposed “the internal and external double-cycle reform” strategy. For all
industries in China, there’ll be unexpected challenges to face up. In the future, with the
technological innovation, the intensified competition in many fields and the reconstruction of
production-consumption relationship, enterprises should enhance capacity and pay high
attention to HRM to grasp the “first advantage”.
Many large enterprises expect that by freeing human resources employees from basic
affairs, which makes the human resources department pay high attention to the development
of human resources strategy. The "three pillars of human resource" model redistributes human
resource business, freeing employees in the human resource system from paying attention to
basic human resource affairs and focusing more on human resource system construction,
business unit human resource needs and talent cultivation. The research on the "three pillars
of human resources" model is of practical and reproducible significance.
Through many scientific researches, this paper diagnoses the future strategic planning
and human resource development status of X Group, and finds that X Group faces urgent
problems such as aging staff, blocked talent echelon, low man-post matching degree, weak
middle management ability and low employee satisfaction. It is necessary to reform and
reconstruct the human resources system through the three-pillar model of human resources, so
that the human resources staff of the headquarters can go out of the office, and support the
business.
In this paper, the role positioning of the three pillars of HUMAN resources of X Group is
designed, the organizational form of human resources is reconstructed, the post qualifications
of the three pillars of human resources are set up. By building a three-pillar organization for X
Group, it solves the "two divided parts" phenomenon of THE HUMAN resource system of X
Group headquarters and business units. We will standardize compensation and benefits,
performance, training, recruitment and employee relations.
Keywords: Three pillars of human resources, human resources management, three-pillar
transformation, human resources controls, organizational optimization, division
of rights and responsibilities.
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