The three pillars of Hr are based on the needs of users, customer-centered, creating HR products for pain points, polishing them to the extreme, and sticking users with products.
Traditional human resources work includes daily work and project work. Daily work is to handle daily affairs according to management, and its role is to maintain the operation of the work. Products may come from routine work with mature operation, and HR will make this function to the extreme to meet the needs of employees and managers in a certain human resource management. The project has clear goals or objectives and is completed according to the specifications within specific time, budget and resource constraints. When the project expires, Hr's work ends accordingly. As for the unrealized functions of human resources projects, the system to be discussed and the process to be improved are ignored. If you use the thinking of product manager to do HR, human resources products will have a life cycle, and human resources products will always have a beta version. It is necessary to constantly solve the pain points of employees and managers through rapid upgrading and create value.
Four deadly sins of HR:
Crime 1: HR practitioners are not the smartest people in the company in terms of talents.
Crime 2: Human resources practitioners pursue efficiency more than creating value.
Crime 3: Human resources practitioners work on behalf of the interests of enterprises.
Crime 4: Human resources practitioners often watch the fire from the other side.
The reason why the human resources department has been criticized is related to its focus on the process of employee recruitment and salary payment. In other words, the human resources department is more concerned about "what has been done". Redefining human resources: The significance of human resources management lies in how much value it can create for enterprises, from process-oriented to result-oriented.
Four roles of human resources:
Role 1: strategic partner. Human resource management should become a partner in the process of strategic landing, and let managers find problems by guiding and promoting round-table discussions.
Results: the enterprise strategy landed. Competency: planning and forward thinking, execution, business knowledge, human resources theory, etc.
Role 2: Efficiency expert. On the one hand, efficiency experts mean that HR should build a platform for optimal allocation of resources, realize internal process coordination, and only share talents, thus reducing costs and improving efficiency. On the other hand, it also means that HR should become an operational expert in personnel services.
Results: Efficient process and resource collaboration platform. Competency: information technology ability, resource integration ability, process optimization awareness, operation management knowledge, etc.
Role 3: Pioneer of change. Human resources should be the driving force of continuous change.
Results: Organizational structure, cultural transformation and upgrading. Competency: problem structure, insight, change experience, influence, etc.
Role 4: Employee backing. HR should be the spokesperson of employees, actively reflect their worries and worries to the top management, become a trustworthy person of employees, and strive to promote employees to make more contributions to the company.
Results: Staff loyalty and professional ability were improved. Ability: integrity and sense of service.
Three pillars of human resources:
COE: the strategic value choice of human resources. The core value lies in serving executives and decision makers and helping them formulate correct strategies.
HRBP: choice of business strategy. HRBP uses its own professional knowledge and experience to help front-line business leaders manage organizations, teams and talents. Connect the business and find the problem.
SSC: the choice of human resources platform and service. Provide integrated, data-based and service-oriented human resources platform support.
Peng Lei: HR has many processes and systems to establish and follow, but I think HR's greatest sense of achievement is to use your work to change some people, so that they can gain a sense of accomplishment and realize their self-worth, thus realizing the value of the company. Moreover, when facing the crisis of enterprise or industry development, HR should position its management as the management of people's hearts, help this person grow up and help the enterprise tide over the crisis.
From the perspective of people, the industrial economy era pays attention to standards and manages group behavior; In the era of knowledge economy, we should pay attention to information and manage group knowledge. In the I era, we talked about management, management of humanity, management of people's hearts, and emphasized respect for individuality to help employees manage themselves, drive themselves and realize themselves in a decentralized environment.
The quality model includes personality, knowledge, ability and experience.
Huawei's HR three-pillar model further emphasizes the attention to customer needs and business needs, and effectively integrates and implements human resources solutions through the punishment of business needs by HRBP; The function of COE is more to provide professional support; On the other hand, SSC is service-oriented and is committed to achieving excellent operational human resources service delivery. Taking the team as an example, HRBP mainly pays attention to team performance, people management skills, job satisfaction, motivation and sense of belonging, and accordingly, its human resources solutions also pay attention to these aspects. The higher the level, the more the focus is on organizational change and leadership. Among the three pillars of HR, COE focuses on the core professional competence of HR and is committed to becoming a strategic contributor, designer, controller and technical expert of HR, and its value is mainly reflected in the design of different human resources policies and systems, including organizing small and medium-sized organizations, recruitment and deployment, learning and development and post management, overall salary, leadership and talent management, personal performance management, employee communication and relationship management. SSC covers three aspects: employee service acceptance, SSC internal operation management and HR process transaction processing.
Huawei's HRBP is embodied in the V-CROSS model, in which HRBP plays six main roles.
Strategic partner: Participate in strategic planning, pay attention to customer needs, link business strategy with human resources strategy, design strong support measures according to strategic objectives, and constrain employers to implement them.
HR Solution Integrator: Understand business needs and pain points, integrate COE expertise, break module boundaries, and provide complete solutions to business problems.
Relationship Manager: Keep close communication with internal and external stakeholders, restore good relations and guide employees to think positively.
Change promoter: understand the needs of change, foresee and identify obstacles and risks in organization, talents and atmosphere in the process of change in advance; Face to face, assist management to promote necessary organizational changes.
The driving force for the inheritance of core values: driving Huawei's "customer-centered, struggler-oriented" culture to land.