Research On The Improvement Of HR Business Partner Mode Practice In H Company

In the early 1990 s,new achievements were made in both theoretical research and practical innovation of human resource management.With the development of economic globalization and the introduction of western management concepts,the concepts,modes,methods and tools of human resource management in domestic enterprises are constantly iterating and updating.Many enterprises began to introduce the three-pillar mode of human resource management to strengthen the internal management,so as to strengthen the organization and talent construction of enterprises,and promote the efficiency and sustainable development of enterprises.One of the symbols of the organizational reform based on the three-pillar model is to set up HRBP(Human Resource Business Partner)position to improve the performance and efficiency of the enterprise.In China,enterprises led by Huawei,Lenovo and Tencent proposed HRBP as early as in the middle of 2005,and subsequently established a complete three-pillar system of human resources,which has become the object of emulation for domestic enterprises.The success of these enterprises also shows that learning from the three pillars of human resources can help human resource workers to carry out human resource management more effectively with the help of the new management mode,so that the business of the organization can achieve greater development results,and individuals can contribute and create greater value for the organization.H Company,as one of the benchmarking enterprises in the home building materials industry,set up full-time HRBP positions in each product division responsible for operation in 2018,and gradually applied the mode transformation of benchmarking enterprises to the company.From the actual operation process and results,this new model has achieved certain results in supporting the achievement of strategy,improving organizational performance and enhancing internal customer satisfaction,but there are still many problems and room for improvement.This paper is based on the practice of H Company’s human resource business partner(HRBP).Based on the understanding of relevant theoretical research results,practical experience,business development and human resource management status of H Company at home and abroad,this paper takes the "V-CROSS model" of Huawei HRBP as the basis,and combines the company’s own characteristics to design a questionnaire survey.Conduct an investigation on HRBP’s internal customers(including superiors,peers and subordinates)and HRBP staff,and interview HRBP employees and their superiors to understand their working status,division of work,working mode and understanding of the three-pillar mode,collect information through multiple channels,and explore the deficiencies in the operation of HRBP through information.It further discusses and summarizes the problems of "unclear positioning,unclear division of responsibilities,insufficient attention from senior management,lack of systematic personnel selection and ability training,and unfocused performance appraisal program" in HRBP.Combined with the results of the questionnaire and interview,we put forward a series of effective improvement and optimization suggestions,which can be summarized into five aspects: "senior management attaches importance to,clear positioning,clear responsibilities,pay attention to training and improve assessment",in order to better improve the HRBP level of H company and promote the development of the enterprise.In order to implement HRBP more effectively and play the expected role,and improve the performance of the company and business departments,we must make continuous efforts.