| 张正堂,潘晓庆.人力资源业务合作伙伴角色转变策略探究
——以A公司为例[J].南京邮电大学学报(社会科学版）,2017,(01):35~43 |
| 人力资源业务合作伙伴角色转变策略探究
——以A公司为例 |
| Strategies for the role transition of human resource business partners:a case study of Company A |
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| DOI： |
| 中文关键词: 人力资源 业务合作伙伴 战略合作伙伴 |
| 英文关键词:human resource business partner strategic partner |
| 基金项目:教育部新世纪优秀人才支持计划“中国服务企业的高绩效工作系统研究”（NCET-12-0257）；江苏省333高层次人才培养工程专项资助项目“转型期企业高绩效工作系统的内容结构、测量与实施效果”（BRA2015330） |
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| 中文摘要: |
| 自人力资源业务合作伙伴（HRBP）模式传入中国以来，一些大型企业纷纷开展人力资源管理模式变革。然而大多数企业的HRBP模式变革并不成功，还未能真正实现战略合作伙伴角色转变。以某大型全球化跨国公司A公司为例，探究其亚太区域HRBP模式的组织结构和运作方式，发现A公司的HRBP承受过多的行政性事务压力、战略伙伴作用未能充分发挥等问题。HRBP要成功实现战略伙伴角色转变，必须提升战略合作能力，积极参与战略层面相关工作。 |
| 英文摘要: |
| Since human resource business partner (HRBP) model was introduced into China, some large companies have set on to reform their human resource management. However, most of these reforms are not successful, as the HRBPs have not turned into real strategic partners. Taking a large multinational company A as an example, this paper explores the organization structure and operation mode of its HRBP model in Asia Pacific region. It finds that its HRBPs take too much administration pressure while the strategic partner role is not fully played. For successful transition, HRBPs are suggested to improve their strategic cooperation capacity and actively participate in strategy level activities |
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