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论文编号：	13724
作者编号：	2320200515
上传时间：	2022/12/7 18:14:26
中文题目：	A集团事业部HRBP胜任素质模型的开发及应用研究
英文题目：	Research and Practical Application of HRBP Competency Model in A Business Division
指导老师：	吕峰
中文关键字：	HRBP；胜任素质模型；人力资源管理
英文关键字：	HRBP；Competency model；Human Resource Management
中文摘要：	随着互联网行业和人工智能技术的迅猛发展，企业在追求产品技术升级的同时，也更加注重组织的运营，人力资源在组织战略实现过程中发挥的作用也越来越大。互联网大厂作为人力资源管理模式转型的先行者，已初见成效，很多传统企业的人力资源管理也纷纷走上转型变革之路。伴随着变革浪潮，一些先进的理论被创造出来，最为著名的即为“HR三支柱”模型理论，不断被各大公司实践。如何让人力资源助力业务战略和组织战略实现？是当下亟需解决的问题。显然，传统的人力资源工作距离业务较远，无法准确洞察业务需求及痛点，对业务助力微弱。要想助力业务，就要求人力资源从业者首先要走进业务、学习业务，其次要懂业务，看懂业务经营数据、了解市场及同业信息，最后通过制定相关政策解决业务问题。人力资源业务合作伙伴（Human Resource Business Partner）作为人力资源从业者中最贴近业务的角色，是承载业务战略和组织战略落地最合适的角色。当然，这对HRBP的能力要求也极高。 A集团在人力资源转型过程中先后做了很多尝试，现行的HR三支柱模式中对于HRBP岗位的设置和实践，在事业部的实际工作中也遇到了一些问题。本文以此为出发点，尝试开发事业部HRBP胜任素质模型并应用。首先，借鉴国内外对于胜任素质模型的相关理论研究，为开发事业部HRBP胜任素质模型提供了理论基础。其次，采用问卷调查法归纳总结出事业部HRBP面临的问题，并进行深入分析。再次通过行为事件访谈法提取胜任力因子并进行定义提炼。最后，开发出匹配当下业务形态和发展阶段的事业部HRBP胜任素质模型。 胜任素质模型的建立为A集团事业部HRBP的管理实践提供了重要工具，基于胜任素质模型的招聘帮助企业高效地选拔出关键素质和能力与事业部相匹配的人员；在绩效考核环节，嵌入关键胜任素质考核，使考核指标更加聚焦。同时将考核结果应用于培训课程的设计，达到培训投入最小化、产出最大化效果；将该研究成果应用于人才盘点，引入业务侧和人力侧双线盘点模式，盘活HRBP团队。事业部HRBP胜任素质模型的开发及应用有利于打造一支真正可以承载业务战略及组织战略落地的HRBP团队。
英文摘要：	With the rapid development of the Internet industry and artificial intelligence technology, enterprises in the pursuit of product technology upgrades, but also pay more attention to the operation of the organization, human resources in the process of organizational strategy realization is also playing an increasingly important role. As the forerunner of the transformation of human resource management model, Internet manufacturers have achieved initial results, and the human resource management of many traditional enterprises has also embarked on the road of transformation and change. With the wave of change, some advanced theories have been created, the most famous of which is the "HR three-pillar" model theory, which is constantly being practiced by major companies. How can HR help achieve business strategy and organizational strategy? It is a problem that needs to be solved urgently. Obviously, the traditional human resources work is far away from the business, and it is impossible to accurately understand the business needs and pain points, which is of little help to the business. In order to help the business, it is required that human resources practitioners first enter the business and learn the business, and then understand the business, understand the business operation data, understand the market and interbank information, and finally solve business problems by formulating relevant policies. As the closest role to the business of human resources practitioners, the Human Resource Business Partner is the most appropriate role to carry the business strategy and organizational strategy. Of course, this also requires a high level of HRBP's capabilities. Group A has made many attempts in the process of human resources transformation, and the current HR three-pillar model has also encountered some problems in the actual work of the business department. This article takes this as a starting point to try to develop and apply the HRBP competency quality model of the business unit. First of all, drawing on the relevant theoretical research on the competency model at home and abroad, it provides a theoretical basis for the development of the HRBP competency model of the business department. Secondly, the questionnaire survey method was used to summarize the problems faced by HRBP in the business unit and conduct in-depth analysis of the problems. Again, the competency factor was extracted and the definition was refined by the behavioral event interview method. Finally, the HRBP competency model of the business unit is developed that matches the current business form and development stage. The establishment of the competency quality model provides an important tool for the management practice of HRBP of Group A's business unit, and the recruitment based on the competency model helps enterprises efficiently select personnel whose key qualities and abilities match those of the business unit. In the performance appraisal link, the key competency quality appraisal is embedded to make the appraisal indicators more focused. At the same time, the assessment results are applied to the design of the training course to minimize the training input and maximize the output. The research results will be applied to the talent inventory, and the dual-line inventory mode of the business side and the human side will be introduced to revitalize the HRBP team. The development and application of the HRBP competency model of the business unit is conducive to building an HRBP team that can truly carry the business strategy and organizational strategy.
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