A Study On Strategic Transformation Strategy Of Human Resource Management Of G Company

After 23 years of development,G group has developed into a professional cross-regional real estate service agency from a valuation firm which only engaged in the single business of real estate transaction taxation and valuation in the initial stage,and becomes second to none in the same industry of Hubei province.While the business level is advancing rapidly,its human resource management is struggling at the same time: the department is set up irrationally with low operation efficiency and lack of professional ability of the HR team makes it unable to match the company's development strategy.Therefore,the strategic transformation of HR department is imperative.The field of HR management is facing the challenge of the innovation wave of the times.The HR management system,which used to be naturally functional and trivial,is increasingly unable to match the development strategy of enterprises.This paper studies and analyzes the disadvantages of the current mode of HR management of G group,and points out that the existing mode of HR no longer meets the needs of enterprises with rapid development.Therefore,it introduces the foreign “HR Three-pillar Theory”,studies and adjusts the strategic strategies of the HR department of G group to meet the business needs of localized survival and rapid development.Based on the HR three-pillar model,the human resource department of G company is reformed,and the COE,HRSSC and HRBP are designed and practiced accordingly,so as to reasonably solve the transformation problems related to the human resource management of G group.In addition,this paper also analyzes the possible difficulties and problems in the process of transformation,and puts forward corresponding safeguard measures to ensure the smooth landing of the transformation.