Study On Human Resource Outsourcing Decision-making Model

With the enhancement of intellectual capital in the process of value creation, human resource is becoming the first element instead of the traditional capital. And people have also recognized the importance of human resource management. The status of HR department in company is already changed from businesslike management into functional management. How does the HR department become the strategic partner of the chief? Human resource outsourcing is a creative way. This research is studying on decision-making model of human resource outsourcing and trying to set up a quantitative and concrete model for the enterprises to use.Contributions of this research are as follows: the research is carried out in perspectives as present ideas recognition, personnel dispatching, and other outsourcing of human resource management, so as to conduct investigation and analysis in a simple, direct and integrated way. In terms of development system, in addition to models in each step of the outsourcing flow as "3W"decision-making model, pointed out the risks based on this flow and its solutions. The essence of this research provides an available method for making human resource outsourcing decisions.Based on strategy management and human resource outsourcing experience of foreign countries, applied the methods which include theoretical analysis and practical analysis, qualitative analysis and quantitative analysis, also combined with the practice of a specific enterprise, the paper analyzes human resource outsourcing situation in China. The conclusions are following: (1) The implementation of the human resource outsourcing strategy can reduce business operating costs, diversity risk, transform enterprise business processes and improve enterprise economic benefits. The implementation of the human resource outsourcing strategy for enterprise employees to improve the quality of service, can also reduce the non-core business sector investment, and increase the enterprise's core business areas of investment, thereby enhancing the core competitiveness of enterprises.(2)The size of the business and past experience in the outsourcing of human resource management has little effect on the decision-making and human resource outsourcing has not limited to a larger scale and experienced enterprises, but only relates to the present internal and external condition of the enterprise.(3)Human resource outsourcing decision-making is more dependent on the implementation of top-down approach and the knowledge and attitude of leaders in the enterprise management .(4)In the human resource outsourcing decision-making, the choice of outsourcing service providers and enterprises within the resources of a full analysis is particularly important. A successful human resource outsourcing decision-making is often in the full analysis of these two areas on the basis, not on the analysis of the human resources outsourcing will inevitably arise this or that issue and eventually lead to the implementation of the project or even a deviation. (5) Human resource management outsourcing decision-making processes in the core risks, and policy makers must be able to accurately predict risk and timely implementation of risk prevention measures.