Research On HRBP Building Programme In J Company

In recent years,with the escalation of business competition,positioning theory,which is specifically designed to solve the competitive problems of enterprises,has become a prominent discipline,and strategic positioning consulting has thus ushered in the best time for development in the Chinese market,becoming the driving force behind many business battles.J Company is a strategic positioning consulting firm rooted in China and dedicated to helping national enterprises win the competition,defining its role as a client’s.In five years,J Company has helped nine companies grow into industry leaders and five companies grow into 10 billion yuan revenue companies,standing out in the competitive circuit.In the post-epidemic era,various "black swan" events have caused companies to be unable to cope with them,and Company J,as the "business partner" of its clients,has also experienced a decline in the renewal rate of clients and a rise in manpower costs,facing new operational and management challenges.This paper takes Company J as the research target,addresses its problems in human resource management,and conducts a study on HR business partner construction based on the theoretical foundation of the three pillars of HR.Firstly,this paper compares the research results of HRM theories and HRBP models of benchmark companies,introduces the theories of the four roles,the three pillars of HR and competency,analyses the development history of the "strategic positioning consultancy" industry and the current situation of HRM in Company J,and lays the foundation for the subsequent identification of problems,analysis of causes and proposals of optimization strategies.This paper lays the foundation for identifying problems,analyzing the causes,and proposing optimization strategies.Secondly,this paper selects Company J as the research object,and through internal questionnaire survey,including project department,sales department,marketing department and functional department,combined with interview analysis,it is concluded that there are "decoupling of HRM from company strategy,inadequate organizational management mechanism and process,disconnection between HRM and business,and lack of linkage between HR modules and each other" in Company J’s current HRM.Based on the review,and considering the stage of business development,we analyze that building HR business partners can penetrate business departments to improve organizational performance and enhance HR internal synergy,thus solving the above problems.Finally,the construction of HRBP can be achieved by clarifying the positioning of HRBP,designing the organizational structure,responsibilities and rights of HRBP,designing the competencies and applications of HRBP,and designing the operation mechanism of HRBP and the company’s strategy,management process,business departments and internal HR linkage system;at the same time,the attention of the company’s senior management,gradual and solid implementation strategies and the establishment of effective feedback mechanisms can guarantee the implementation of HRBP.In the meantime,the implementation of HRBP is ensured by the attention of the company’s senior management,the gradual consolidation of implementation strategies and the establishment of effective feedback mechanisms.In turn,the HR work of J Company can undertake the implementation of the company’s strategy and work closely with the business departments,thus creating greater value for the company.