人力资源如何做好Business Partner

WhatReallyWorksasaHRBPZhengBinHRDirectorBaidu4/20/2010Agenda•全球CEO关心的重要管理要素调查•作为HRBP这个重要的角色,我工具箱中的3个小工具.–3keypoints•3个实践上的分享•朋友们的问题和分享全球CEO关心的重要管理要素调查调查主题：2000年哪些管理要素对企业的CEO最重要?调查对象：20个国家1500名高级经理人其中870名CEO调查结果个人行为管理技能1.极强的想象能力98%1.制定经营管理战略78%2.薪酬与绩效挂钩91%2.人力资源管理53%3.经常与员工沟通89%3.市场营销与销售48%4.管理人员的规划85%4.财务管理24%5.重视道德85%5.谈判技巧24%6.经常与客户沟通78%6.国际经济与政治19%7.辞退不称职员工71%7.科学与技术15%8.奖励忠诚的员工44%8.利用传播媒介13%9.保持重要的决策21%9.生产管理9%10.重视传统13%10.计算机技术7%要素百分比重要程度学习与开发47%1高组织承诺的工作环境34%2吸引/甄选/维系人才29%3管理继承人的储备21%4绩效管理/薪酬设计20%5与组织核心竞争优势和成功关键密切相关的人的因素“理想的人力资源职能和角色”对企业成功和获取竞争优势的意义？职能和角色百分比重要程度业务伙伴30%1与战略密切相关的人力资源实践29%2与战略紧密联系的培训与开发24%3提供与“人”相关的咨询服务22%4甄选最优秀的人才13%5如何做好业务的伙伴-HRBP?我希望跟大家分享的3个工具#1-StartwiththeLeftSideofthePage•Leftsideofthepage–Whatarethebiggestissuesyourbusinessleaderisfacing?•Middleofthepage–Whatisthegap?E.g.revenuegap,skillsgap,•Rightsideofthepage–WhataretheHRinitiativestomeetthegap?•Measuretheimpact–SetmetricswhichwilltellyouhowsuccessfulyouareTIP:Makesureyouknowwhatkeepsyourbusinessleaderawakeatnight.BusinessIntimacy•Understandthefinancialpicture–GettoknowyourCFOverywell;understandcosting•Knowtheimpactsoftechnology,newproducts&services–Speakthejargon,knowthebuzzwords(VoIP,Convergence,etc.)•Knowthecompetition–MarketintelligenceonHRinitiatives,compensationlevels,keymovements•Understandpersonalagendas–Alignworktomeetbothbusinessandpersonalgoals#2–Operational&TechnicalExcellence•Nocredibilitywithoutoperationalexcellence–Relationshipopenbeginswithatransactionalneed–Footinthedoorbyexceedingcustomerexpectations•All-roundexpertise;Technicalcompetencyinspecializedarea–KnowHRprograms;haveaspeciality–Understandalltheleversyoucanpull,whenandhowtousethem•CommittocontinuousimprovementinHRknowledge–Newideas,newsolutions,trendanalysis,–ConsultingandcoachingskillsTIP:OperationalExcellence=VolumetoValue=ThoughtLeadership#3-+•Showyourcaringforyourbusinessleader–Understandworkpressures,travelschedules.Beflexible.•Bewillingtostandupforemployees–Askthedifficultquestionsonbehalfofemployees–Understandpersonalsituations•Shareyourlaughsandhappymoments–Beapleasuretoworkwith;GivepraiseandencouragementTIP:Neverforgetthatbusinessleadersareemployees(andhumanbeings!)too.PracticalThingstoTry-#1•TaketheElevatorTest–Situation:YouwalkintotheelevatorandseeyourBusinessLeaderforthefirsttime.BetweentheG/Fandyouroffice,answerthese5questions:Whatisyourname&whatorganizationsdoyousupport?Whatdoyoudo?Howcanyouhelpme?Tellmewhatyoudo“lookslike”(Givespecificexamples)Whatdoyounotdo,andwhowilldoitforme?PracticalThingstoTry-#2•AskforHelp–Gotoyourbusinessleadersforhelptosolveotherleader’sissues–Askforhelptobuildthesolution–Opensthedoorfordiscussionsinnon-threateningsituation–Mostleadersaremorethanwillingtogiveadvice–Catchleadersduringquiettime,off-peakperiods–Resultsinastrongerrelationshipandanunderstandingoftheirviewsonvarietyofleadershiporpeople-relatedissuesPracticalThingstoTry-#3•LeverageeveryopportunitytobeaconsultanttoyourBusinessLeader–TaskswhichappeartobeveryadministrativecanleadtoidealHRconsultingopportunitiesWritingorganizationannouncement=OrganizationDesignHeadcountapproval=Manpower&ResourcePlanningBackfill=SuccessionPlanningTreateveryinteractionasanopportunitytostrengthenrelationshipPlanwhatyouaregoingtosaySetobjective–whatwillyounotleavethemeetingwithoutgetting?Questions&Sharing•Doyouagreewith3keypoints?•Whatotherpointsareimportanttoyou?•Shareyoursuccessesandchallenges