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论文编号：	15752
作者编号：	2320233809
上传时间：	2025/12/9 19:42:19
中文题目：	SQ公司HRBP实施中的问题及改进研究
英文题目：	Research on Problems and Improvements in the Implementation of HRBP in SQ Company
指导老师：	王健友
中文关键字：	人力资源管理；三支柱理论；HRBP模式
英文关键字：	：Human Resources Management；The Three-pillar Theory；HRBP Mode
中文摘要：	在商用车市场竞争加剧，行业 HRBP 转型普遍缺乏可行路径的背景下、本 研究以该行业的SQ公司为研究对象。该公司战略已从规模扩张转向持续盈利， 这一业务阶段的动态迭代，直接驱动 HRBP 角色进行适应性调整。而业务阶段 调整与HRBP角色适配的联动逻辑，使得原HRBP模式暴露出角色定位混乱（偏 重事务执行、缺乏战略支撑）、业务能力薄弱（无法精准拆解业务痛点并转化 为HR方案）、绩效激励脱节（考核聚焦流程合规而非业务价值）三大核心问题， 不仅拖慢业务响应速度，更削弱了人力资源对业务发展的支撑力，亟需针对性 优化。同时，当前商用车行业 HRBP 转型普遍缺乏可落地的实施路径，本研究 既可为SQ公司破解困境，也能为行业同类企业提供参考，兼具现实紧迫性与实 践价值。 本研究以人力资源三支柱理论、角色理论为核心分析框架，通过问卷调查、 深度访谈两种核心方法，系统诊断SQ公司HRBP在角色、能力、绩效维度的核 心症结，确保研究结论的科学性与针对性。本研究构建了 HRBP 角色、能力、 绩效三维动态适配模型。在角色落地层面，通过HR负责人实线汇报（保障专业 合规）、业务负责人虚线汇报（对接需求、参与决策），HRBP进驻业务线办公 等举措，直接破解角色定位模糊与业务嵌入不足的难题。在能力支撑层面，基 于模型提炼的五维核心胜任力，能精准匹配角色需求。经论证，该模型可有效 推动 HRBP 从事务执行者转型为业务伙伴，其工作产出能与业务运营提效、销 售增长目标深度绑定，预计将带动组织整体人力资源效能提升。 从应用潜力来看，该研究成果对企业端的价值显著，对商用车行业及多业 务模块企业，提供了角色定位、能力提升、绩效保障的完整实施路径，拓展了 HR三支柱模式在商用车行业HRBP转型的研究。未来通过长期跟踪SQ公司模 型落地效果、开展跨行业企业对比分析，还可进一步深化 HRBP 理论与实践的 联动，为商用车、物流等行业的人力资源管理转型提供范式参考，助力企业实 现人力资源从职能支撑到战略驱动的升级。
英文摘要：	Against the backdrop of intensified competition in the commercial vehicle market and a general lack of feasible pathways for HRBP transformation in the industry, this study focuses on SQ Company in this field. The company's strategy has shifted from scale expansion to sustainable profitability, and the dynamic iteration of this business phase directly drives the HRBP role to make adaptive adjustments. The linkage between business phase adjustments and HRBP role adaptation has exposed three core issues in the original HRBP model, unclear role positioning (overemphasis on task execution, lack of strategic support), weak business capability (inability to accurately break down business pain points and translate them into HR solutions), and disconnected performance incentives (assessments focusing on process compliance rather than business value). These issues not only slow down business response but also weaken HR's support for business development, requiring targeted optimisation. Moreover, as the current HRBP transformation in the commercial vehicle industry generally lacks practical implementation paths, this study can help SQ Company overcome difficulties and provide a reference for similar enterprises in the industry, combining urgent practical relevance with value for practice. This study takes the three-pillar theory of human resources and the role theory as the core analytical framework. Through two core methods, namely questionnaire survey and in-depth interview, it systematically diagnoses the core problems of HRBP in SQ Company in the dimensions of role, ability and performance, ensuring the scientificity and pertinence of the research conclusion. This study constructed a three-dimensional dynamic adaptation model of HRBP roles, capabilities and performance. At the role implementation level, through measures such as the HR manager's solid line report (ensuring professional compliance), the business manager's dashed line report (connecting requirements and participating in decision-making), and the HRBP's entry into the business line for office work, the problems of ambiguous role positioning and insufficient business integration are directly solved. At the level of capability support, the five-dimensional core II Abstract competencies refined based on the model can precisely match the role requirements. After verification, this model can effectively promote the transformation of HRBPS from transaction executors to business partners. Their work outputs can be deeply bound to the improvement of business operation efficiency and sales growth targets, and it is expected to drive the overall human resource efficiency improvement of the organization. From the perspective of application potential, the research results have significant value for the enterprise end. They provide a complete implementation path for role positioning, capability improvement, and performance guarantee for the commercial vehicle industry and multi-business module enterprises, and expand the research on the HR three-pillar model in the HRBP transformation of the commercial vehicle industry. In the future, by long-term tracking of the implementation effect of SQ Company's model and conducting cross-industry enterprise comparative analysis, the interaction between HRBP theory and practice can be further deepened. This will provide a paradigm reference for the transformation of human resource management in industries such as commercial vehicles and logistics, and help enterprises upgrade their human resources from functional support to strategic drive.
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