Research On The Value Management Of Human Resource Service Enterprises Under The Diversification Strategy

At the 19 th national congress of the communist party of China(CPC),it was proposed to accelerate the establishment of an industrial system for the coordinated development of human resources and foster new growth areas and new driving forces in human capital services.In recent years,China's human resource service industry has developed rapidly,and new models and new forms of business have emerged.Traditional human resource services have been difficult to meet the needs of enterprises and employees,and a variety of new service models and new forms of business have been emerging to provide strategic services,comprehensive business services and fully create business value for enterprises.In this context,S company,as the earliest large-scale state-owned enterprise group in the human resource service industry,has also started diversified layout in recent years,including vertical extension of the industrial chain and horizontal service expansion.The change of enterprise strategy will certainly bring new changes to enterprise value.Whether the diversification strategy implemented by S company creates new value for the enterprise,whether it brings good synergetic development effect,and whether it is conducive to the further development of the enterprise and the realization of business objectives will be the key issues that S company will focus on in its future development.Based on this,this paper starts from the relevant reality and theoretical background,bases on the diversified layout of S company,relies on the strategic map model,and studies the implementation effect of its diversification strategy through multi-dimensional and multi-angle analysis of finance,customers,internal processes,learning and growth.By analyzing the changes of its financial performance,the tangible results of its implementation of diversification are analyzed.From the perspective of non-financial customers,internal process,learning and growth,this paper analyzes how value drivers of S company play a role in the diversified product layout and how they affect the longterm value improvement of the company in the future.Through research and analysis,the conclusions of this paper include: the diversification strategy implemented by S company based on the development situation of the industry and the change of customer demand,which reflects its strong foresight and market acumen.After the implementation of the diversification strategy,its profitability,operational efficiency and growth have been significantly improved.By using the strategic map model,this paper deeply analyzes the main driving factors and logical paths of S company's value creation under the diversification strategy,and analyzes the problems and deficiencies in the value management process.In the next step of diversified development,we should give full play to the professional advantages and brand advantages,scientific analysis,research and judgment of the lack of synergetic effect and low growth of the business.In terms of diversified layout choices,we should pay attention to choose the sectors with synergies with the existing business products of the company,so as to create an industrial system with sustainable development.