HR三支柱的規(guī)劃與實施
講師：劉向明 瀏覽次數(shù)：2570
課程描述INTRODUCTION
· 人事總監(jiān)· 人事經(jīng)理· 高層管理者· 中層領(lǐng)導
培訓講師：劉向明
課程價格：￥元/人
培訓天數(shù)：2天
日程安排SCHEDULE
課程大綱Syllabus
HR三支柱規(guī)劃
課程導言
工業(yè)革命以來，企業(yè)都在追求重資產(chǎn)、大規(guī)模。基于企業(yè)追求，人力資源演化成了職能管理模式。上世紀后期，科技公司開始追求輕資產(chǎn)、高人效。圍繞新興公司的追求，人力資源管理的“三支柱模式”應運而生。三支柱模式，是把HR職能分為三個部分，共享服務(wù)中心、業(yè)務(wù)伙伴、專家中心（如下圖所示）。這三個部分，即為人力資源管理的“三支柱”。
三支柱模式有三個優(yōu)勢，人效高、彈性大、響應快。因為有這三大優(yōu)勢，三支柱模式被越來越多的企業(yè)采用。如果你所在的公司，也想采用三支柱模式，本課程能助你一臂之力。
Overview
Since the industrial revolution, companies have been pursuing fixed assets and large scale. Based on companies’ pursuits, human resource management evolved into a functional model. In the late last century, hi-tech companies began to pursue asset-light and high personnel efficiency. Around the pursuit of emerging companies, the "three-pillar model" of human resource management came into being. The three-pillar model divides HR functions into three parts, Center of Expertise, Business Partner, and Shared Service Center (as shown in the upper diagram). These three parts are the "three pillars" of human resource management.
The three-pillar model has three advantages: quicker response, higher person efficiency, and higher flexibility. Because of these advantages, the three-pillar model has been adopted by more and more companies. If your company also wants to adopt the three-pillar model, this course can help you.
課程收益
1、系統(tǒng)知識：學習該課程，學員能全面了解人力資源三支柱的各個部分，以及各部分之間的相互作用。
2、關(guān)鍵技能：學習該課程，學員能迅速掌握人力資源三支柱的規(guī)劃過程，以及三支柱模式的實施要點。
Benefits
1、Systematic knowledge: In this course, you will see the big picture of human resource three-pillar model.
2、Critical skills: In this course, you will develop new skills for planning and implementing human resource three-pillar model.
目標學員
成熟企業(yè)的中高層經(jīng)理、創(chuàng)業(yè)公司的創(chuàng)始團隊
Intended participates
Top managers of established companies, executive team of startup companies.
課程大綱 Course outline
第一章 演化過程：三支柱模式的演化過程
本章的課前思考問題：人力資源部門，是戰(zhàn)略部門，還是服務(wù)部門？
一 階段：人力資源管理的四個階段
1、職能階段：專業(yè)事務(wù)導向，提高效率 1960s以前
2、資源階段：資源價值導向，發(fā)現(xiàn)價值 60s到80s
3、戰(zhàn)略階段：核心優(yōu)勢導向，構(gòu)建優(yōu)勢 80s到00s
4、支柱階段：業(yè)務(wù)支持導向，快速響應 00s以后
二 分析：人力資源工作的類型分析
1、專家型、戰(zhàn)略型的工作：例如制定方針、標準，占10%
2、伙伴型、支持型的工作：例如分析流程、績效，占30%
3、服務(wù)型、操作型的工作：例如工資發(fā)放、考勤，占60%
學術(shù)背景講解：拉姆·查蘭和戴維·尤里奇的觀點分歧
三 邏輯：三支柱模式的邏輯
1、拆分：把HR活動拆分為專家型、伙伴型、服務(wù)型
2、重組：把HR活動重組為COE、BP、SSC
本章的教學目標：讓學員了解三支柱模式的背景及邏輯。
Chapter 1 Overview, understanding human resource strategy
Pre-training question of this chapter: Why do hi-tech companies prefer the three-pillar model?
1、The four stages of human resource management
a) Personnel management, efficiency directed
b) Resource management, value directed
c) Strategy management, advantage directed
d) Three-pillar, business directed
2、Analysis: Analysis of the types of human resource work
a) Strategy and expert work: accounting for 10%
b) Coaching and Supportive work: accounting for 30%
c) Operational and service work: accounting for 60%
Background explanation: debate between Ram Charan and Dave Ulrich
3、Logic: logic of the three-pillar model
a) Breakdown: breakdown HR’s work
b) Reorganization: reorganize HR activities into SSC, BP, COE
Benefits from this chapter: advantages and challenges of the three-pillar model.
第二章 協(xié)作方式：三支柱模式的分工協(xié)作
本章的課前思考問題：人力資源部和其他部門是什么關(guān)系？
一 專家中心（COE）的活動
1、戰(zhàn)略解讀：識別戰(zhàn)略目標中的人力資源事務(wù)
2、專業(yè)指導：提出人力資源事務(wù)的原則和標準
3、需求響應：響應業(yè)務(wù)伙伴和共享中心的需求
二 業(yè)務(wù)伙伴（BP）的活動
1、業(yè)務(wù)解讀：識別業(yè)務(wù)目標中的人力資源事務(wù)
2、業(yè)務(wù)支持：提出人力資源事務(wù)的方案和步驟
3、需求響應：響應業(yè)務(wù)部門對人力資源的需求
三 共享中心（SSC）的活動
1、服務(wù)規(guī)范：共性人力資源服務(wù)的標準化
2、操作實施：人力資源方案的具體實施
3、需求響應：響應員工對標準服務(wù)的需求
小組練習1：模擬，怎樣實現(xiàn)部分培訓外包
本章的教學目標：讓學員理解三支柱的分工協(xié)作。
Chapter 2 Efficiency, building hard power of execution
Pre-training question of this chapter: What is the relationship between HR department and other departments?
1、Activities of the Center of Experts (COE)
a) Decoding: Identifying HR issues in strategic goals
b) Directing: Setting the principles and standards of HR affairs
c) Responding: responding to the needs of BP and SSC
2、Activities of Business Partners (BP)
a) Interpreting: Identifying HR issues in business goals
b) Supporting: proposing plans and steps for HR affairs
c) Responding: responding to the needs of business departments
3、Activities of Sharing Center (SSC)
d) Specification: standardization of common HR services
e) Implementation: the implementation of HR program
f) Responding: responding to employees' demand for standard services
Group exercise 1: Roleplay, how to outsource basic training
Benefits from this chapter: Understanding the roles of three pillars and their collaboration.
第三章 特征分析：三支柱模式的特征分析
本章的課前思考問題：相比職能模式工，三支柱模式有什么特點？
一 優(yōu)勢：三支柱模式的優(yōu)勢
1、方向準：始終以業(yè)務(wù)為中心，人力資源職能的方向準確
2、人效高：基礎(chǔ)和尖端的服務(wù)外包，減少人員、提高人效
3、響應快：人力資源深入一線業(yè)務(wù)部門，和業(yè)務(wù)需求同步
二 機遇：三支柱模式的機遇
1、開放性：可以廣泛接觸外界，能拓寬人員的視野
2、適應性：職能可以項目化執(zhí)行，提高環(huán)境適應性
3、多元性：可以多項目同時執(zhí)行，提高內(nèi)部多元性
案例講解：索尼、騰訊、阿里，三支柱模式的共同點與差異
三 挑戰(zhàn)：三支柱模式的挑戰(zhàn)
1、數(shù)字化：沒有數(shù)字化基礎(chǔ)，能不能實行三支柱
2、領(lǐng)導力：業(yè)務(wù)領(lǐng)導，如何做出人力資源的決策
3、專業(yè)性：內(nèi)部專家，如何跳出企業(yè)的知識局限
小組練習2：模擬，如何建立外部專家團隊
本章的教學目標：讓學員了解三支柱模式的特征
Chapter 3 Analyzing: Characteristics of the Three Pillar Model
Pre-training question of this chapter: What is the relationship between HR department and other departments?
1、Advantages: the advantages of the three-pillar model
a) Accurate direction: focusing on the business
b) High person efficiency: improving person efficiency by outsourcing
c) Quick response: keeping pace with business needs
2、Opportunities: Opportunities in the three-pillar model
a) Openness: extensive contact with the outside world
b) Adaptability: functions can be implemented as projects
c) Diversity: multiple projects can be executed at the same
Case study: Sony, Tencent, Alibaba, the commons and differences
3、Three challenges: the challenge of the three-pillar model
a) Digitalization: the three-pillar model need a digital foundation
b) Leadership: business leaders should develop HR sense
c) Professionalism: experts shall go beyond knowledge limitations
Group exercise 2: Roleplay, how to build an external expert team
Benefits from this chapter: understanding the characteristics of the three-pillar model.
第四章 專家中心：專家中心的職能與機制
本章的課前思考問題：什么樣的HR可以成為專家？
一 專家中心的職能
1、規(guī)劃戰(zhàn)略：圍繞公司戰(zhàn)略，規(guī)劃人力資源戰(zhàn)略
2、提出標準：針對*實踐，提出人力資源標準
3、制定制度：針對管理目標，制定人力資源制度
二 專家中心的運行機制
1、常態(tài)化：以戰(zhàn)略導向為中心，形成研討小組
2、專業(yè)化：以職能板塊為中心，形成專業(yè)小組
3、項目化：以解決問題為目的，形成項目小組
案例講解：處在多個項目組中的專家
三 專家中心的日常工作
1、主動型：優(yōu)化標準、優(yōu)化實踐
2、響應型：響應戰(zhàn)略、響應需求
3、發(fā)展型：賦能組織、賦能團隊
案例講解：領(lǐng)導力中心的常態(tài)任務(wù)與項目任務(wù)
小組練習3：討論，怎樣解讀戰(zhàn)略的關(guān)聯(lián)性
本章教學目標：讓學員理解專家中心的運行機制。
Chapter 4 Designing: Mechanism and Function of Expert Center
Pre-training questions of this chapter: What kind of HR can become an expert?
1、Functions of the Expert Center
a) Planning strategy: planning HR strategy around company strategy
b) Proposing standards: Proposing HR standards for best practices
c) Setting regulation: setting HR regulations for management goals
2、The operating mechanism of the expert center
a) Normalization: to form a seminar group focusing on strategy
b) Specialization: to form a professional group for upgrading
c) Projectization: to form a project team for problem-solving
Case study: experts in multiple project teams
3、Daily work of the expert center
a) Proactive: optimizing standards and optimizing practices
b) Responsive: responding to strategy and demand
c) Progressive: empowering organization, empowering team
Case study: normal and project tasks of the leadership center
Group exercise 3: Discussion, how to identify strategy correlation
Benefits from this chapter: understanding the operating mechanism of the expert center.
第五章 業(yè)務(wù)伙伴：業(yè)務(wù)伙伴的職能和技能
本章的課前思考問題：業(yè)務(wù)團隊需要什么樣的人力資源支持？
一 業(yè)務(wù)伙伴的職能
1、流程梳理：發(fā)現(xiàn)業(yè)務(wù)的流程缺陷
2、績效分析：定位崗位的績效障礙
3、動作分析：提取作業(yè)的*實踐
二 業(yè)務(wù)伙伴的知識背景
1、作業(yè)管理：動作和時間分析
2、崗位管理：團隊化工作設(shè)計
3、項目管理：優(yōu)化流程的要素
案例講解：業(yè)務(wù)團隊歡迎的業(yè)務(wù)伙伴
三 業(yè)務(wù)伙伴的關(guān)鍵技能
1、激勵：發(fā)現(xiàn)優(yōu)勢、喚醒激情
2、輔導：指導行為、提高技巧
3、溝通：獲得信任、凝聚團隊
案例講解：業(yè)務(wù)伙伴的硬技能與軟技能
小組練習4：演練，怎樣梳理項目流程因素
本章教學目標：讓學員理解業(yè)務(wù)伙伴的工作模式。
Chapter 5 Discovering: Functions of Business Partners
Pre-training questions of this chapter: What kind of HR support does the business department need?
1、Functions of business partners
a) Process analysis: locking the defects of business process
b) Performance analysis: positioning the performance barriers
c) Procedure analysis: finding out the standard procedure
2、Knowledge background of business partners
a) Task management: motion/time study
b) Post management: team work design
c) Project management: optimizing process elements
Case study: business partners welcomed by the business team
3、Key skills of business partners
a) Motivation: discovering advantages and awakening passion
b) Consultation: guiding behavior and building skills
c) Communication: gaining trust and uniting the team
Case study: hard and soft skills of business partners
Group exercise 4: Roleplay, how to analyze process factors
Benefits from this chapter: understanding the working mode of business partners.
第六章 服務(wù)中心：服務(wù)中心的輸入和交付
本章的課前思考問題：哪些人力資源事務(wù)可以在線上完成？
一 服務(wù)中心的職能
1、數(shù)據(jù)：可以數(shù)據(jù)化的HR事務(wù)，如考勤記錄、差旅報銷
2、標準：可以標準化的HR活動，如在線測評、知識管理
3、規(guī)范：可以規(guī)范化的HR職能，如校園招聘、新人培訓
二 服務(wù)中心的結(jié)構(gòu)
1、員工自助中心：功能化應用程序，如資料上傳
2、員工呼叫中心：一對一線上應答，如手續(xù)咨詢
3、事務(wù)處理中心：面對面事務(wù)處理，如離職面談
4、數(shù)據(jù)分析中心：后臺數(shù)據(jù)的分析，如人均產(chǎn)出
5、運營管理中心：內(nèi)部的管理支持，如采購管理
6、運營維護中心：服務(wù)中心的維護，如網(wǎng)絡(luò)管理
7、運營執(zhí)行中心：具體的活動執(zhí)行，如培訓組織
案例分析：服務(wù)中心的建設(shè)起點
小組練習5：討論，怎樣確定服務(wù)體驗標準
本章教學目標：讓學員理解服務(wù)中心的工作模式。
Chapter 6 Delivering: Input and Delivery of Service Center
Pre-training questions of this chapter: Which HR affairs can be done online?
1、Functions of the service center
a) Data: HR affairs that can be digitized
b) Standard: HR activities that can be standardized
c) Specification: HR functions that can be specified
2、Structure of the service center
a) Employee self-help center
b) Employee call center
c) Transaction processing center
d) Data analysis center
e) Operation management center
f) Operation and maintenance center
g) Activity execution center
Case study: the starting point of service center construction
Group exercise 5: Discussion, how to set the experience standard
Benefits from this chapter: understanding the function layout of the service center.
第七章 導入步驟：三支柱模式的導入步驟
本章的課前思考問題：傳統(tǒng)的企業(yè)導入三支柱模式，應該從哪些開始？
一 導入三支柱模式的三種路徑
1、從服務(wù)中心入手：信息和活動的標準化
2、從業(yè)務(wù)伙伴入手：支持和賦能的常態(tài)化
3、從專家中心入手：戰(zhàn)略和系統(tǒng)的細節(jié)化
案例分析：京東的三支柱模式
二 模式導入的前期準備
1、明確目標：描述目標的預期形態(tài)
2、組建團隊：組建實施的核心團隊
3、規(guī)劃路徑：規(guī)劃達成目標的路徑
4、單點突破：選擇推進的最初起點
三 模式導入的實施步驟
1、服務(wù)中心：數(shù)字化、標準化、手冊化
2、業(yè)務(wù)伙伴：人才引進、強化培養(yǎng)、崗位培訓
3、專家中心：項目外包、引入外腦、內(nèi)部迭代
小組練習6：演練，怎樣明確業(yè)務(wù)伙伴的角色
本章教學目標：讓學員掌握三支柱模式的導入步驟。
Chapter 7 Adopting: Stages of adopting the three-pillar model
Pre-training questions of this chapter: Where should traditional companies start to adopt the three-pillar model?
1、Three ways to adopt the three-pillar model
a) Start from SSC: standardization of information and activities
b) Start from BP: normalization of support and empowerment
c) Start from COE: decomposition of strategy and system
Case study: JD’s three-pillar model
2、Preparations for adapting three-pillar model
a) Clarify the goal: describe the expected shape of the goal
b) Team building: build a core team for implementation
c) Planning the path: planning the path to achieve the goal
d) Single point breakthrough: choose the initial starting point
3、Three implementation steps of three-pillar model adapting
a) Service center: digitizing, standardization, textualization
b) Business partners: talent searching, on-the-job training
c) Expert center: outsourcing, external brain, internal iteration
Group exercise 6: Roleplay, clarifying the roles of business partners
Benefits from this chapter: understanding the adoption steps of the three-pillar model.
第八章 運行要點：三支柱模式的運行要點
本章的課前思考問題：在三支柱模式下，HR的職業(yè)生涯會有什么變化？
一 問題：采用三支柱模式前，要回答的問題
1、內(nèi)部優(yōu)化：通過三支柱模式，要獲得哪些內(nèi)部優(yōu)化
2、競爭優(yōu)勢：通過三支柱模式，要獲得什么競爭優(yōu)勢
3、員工價值：通過三支柱模式，員工能獲得哪些價值
二 選擇：三支柱模式面臨的選擇
1、服務(wù)中心，是主體自建，還是主體外包
2、業(yè)務(wù)伙伴，是業(yè)務(wù)背景，還是HR背景
3、專家中心，是實體中心，還是項目中心
三 保障：三支柱模式下的職能保障
1、人才梯隊：如何建立三支柱模式下的人才梯隊
2、生涯發(fā)展：如何規(guī)劃三支柱模式下的生涯發(fā)展
3、戰(zhàn)略獨立：如何保證三支柱模式下的HR戰(zhàn)略
小組練習7：演練，怎樣規(guī)劃人員的生涯發(fā)展
本章教學目標：讓學員掌握三支柱模式的運行要點。
Chapter 8 Focusing: Knowhow of the three-pillar model
Pre-training questions of this chapter: Under the three-pillar model, what changes will HR's career have?
1、Questions to be answered before adopting the three-pillar model
a) Internal optimization: what internal optimizations should be obtained
b) Competitive advantage: what competitive advantage should be obtained
c) Employee value: what employees’ value should be obtained
2、Choices faced by the three-pillar model
a) SSC, is outsourced or self-developed
b) BP, is it business background or HR background
c) COE, is it a physical center or a project center
3、Functional guarantees under the three-pillar model
a) Backup system: how to establish the talent backup system
b) Career development: how to plan career development
c) Strategic independence: how to ensure the HR strategy
Group exercise 7: Discussion, how to plan the career development
Benefits from this chapter: understanding the knowhow of the three-pillar model.
HR三支柱規(guī)劃
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