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论文编号：	12200
作者编号：	2320180652
上传时间：	2020/12/14 23:22:19
中文题目：	基于“三支柱”模式的SK公司 人力资源管理转型
英文题目：	HR Transformation Based on the ‘Three-Pillar’ Model in SK Company
指导老师：	张建勇
中文关键字：	HR 共享服务中心，HR 业务伙伴，HR 专家中心
英文关键字：	HR Shared Services Center, HR Business Partner, HR Center of Expertise
中文摘要：	进入21世纪的第三个十年，企业所面临的外部市场环境体现出了比以往更 明显的复杂性、多样性、不确定性和模糊性。为了在这个动荡的世界里应对包 括全球化、提升盈利能力、打造核心组织能力、快速迭代、吸引和保留智力资 本等在内的新型挑战，越来越多的企业开始强调打造快速灵活，能够应对持久 变化的“敏捷”的组织能力。而人力资源部作为帮助组织实现转型，构建符合 组织战略的核心能力的重要部门，也必须对自身开展有针对性的转型升级以满 足业务端的新要求。 人力资源部门应该通过“由外而内”的视角，从“交付了什么结果”的角 度出发，对自身的定位和相关的业务流程进行全面整合和重构，从而为更好地 实现人力资源管理的全方位提升打好基础。基于戴维·尤里奇的理论发展而来的 人力资源“三支柱”模式作为一种能够有效满足企业对人力资源管理的新需求 管理模型正被越来越多的企业吸收和接纳。 本文首先通过文献研究，系统性的梳理和介绍了与人力资源“三支柱”模 式的提出和发展相关的管理理论和实践。其次运用案例研究的方式指出 SK 中国 转型前的人力资源管理存在的问题与不足，并针对所发现的问题提出了定制化 的转型方案。最后介绍了方案实施的主要过程，并对实施结果进行了初步评估。 本文的主要结论是，对于采用事业部制结构的 SK 中国，为了增加人力资源 管理在“战略性”和“策略性”方面对业务部门的支持和贡献，并在全面提升 服务质量和合规管控的基础上实现显著的降本增效，以 HR“三支柱”模式为基 础的人力资源管理模式是更符合企业发展要求的人力资源整体解决方案。 本文从理论结合实际的角度，通过实证研究的方式，详细介绍了包括问题 分析、目标设定、方案设计、项目实施和跟踪评估等转型的关键步骤，提供了 一个比较完整的人力资源“三支柱”转型的实操案例。衷心希望本文能为行业 相近、规模相似的多元化经营的集团企业的人力资源管理转型提供一些可供参 考的启发。
英文摘要：	Entering into the third decade of 21st century, the business environment enterprises are facing become more and more severe in terms of volatility, uncertainty,complexity and ambiguity. In order to mitigate with new challenges brought by the turbulent world, such as globalization, improving profitability, building core organizational capabilities, rapid iteration, attracting and retaining intellectual capital, companies are beginning to emphasize the importance of building an “agile”organization to cope with the lasting change. Playing an important role that helps organizations to transform and build core competencies in line with organizational strategies, HR department must also carry out own transformation and be upgraded to meet new requirements from business side. From the perspective of “outside-in” and from the perspective of “what results have been delivered” the HR department should review and reconstruct its own positioning and related business processes, in order to lay a good foundation for the all-round improvement. The "Three-pillar" model of HR management developed on the basis of professor David Ulrich’s “Four-role” theory is being accepted and used by more and more companies. It is considered to be able to effectively meet the new demands put on to human resource department. In this thesis, firstly, a summary is made regarding relevant theories lead to the creation of the HR ‘Three-Pillar’ model. Secondly, based on case study approach, the writer introduces SK China and evaluates the existing problems in its current human resource management practices. Targeting those identified problems, and based on the HR‘Three-Pillar’model, the writer comes up with a tailored solution designed specifically for SK China. In the end, the writer introduces the key steps during the implementation phase, with a formal evaluation of some measurable outcomes. The main conclusion of this thesis is, in a complicated matrix organization such as SK China, to increase the contribution of HR in ‘strategic’ and ‘tactical’ area, improve the service quality and secure compliance as well as significantly lower HR operating cost, the HR ‘Three-Pillar’ model is a better solution matches business needs. Based on case study approach, this thesis is written combining with both theories and practical experience. It presents a full picture of a HR transformation case including all key steps such as problem identification, project goal setting, tailored solution designing, project implementation and follow-up evaluation. It is aim to provide with some useful reference for those companies which have similar size, in similar industry and in their journey to find a suitable HR transformation solution.
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