A: Two important things: one is to sort out posts, and the other is precipitation ability.
Enterprises are in the growth stage of relying on opportunities, mainly relying on a few capable people. How to release one's own ability and gradually build a team is the primary task.
Start-ups have a large turnover of personnel and unstable teams. It is necessary to use several waves of people to stay in their posts and reduce the cost brought by newcomers.
Organize resale regularly, turn experience into ability, and provide personnel support for the team needed for business development.
Question 2: If the company has no unified understanding of BP, how can BP make the business feel valuable?
A: Under normal circumstances, it is acceptable that neither the enterprise nor the boss has a unified understanding of BP. We promote cognition through things.
The business of small and medium-sized enterprises pays more attention to team growth, performance and motivation. How our team grows, how much money we get and where we reach, then our job is to participate in the business sales plan, the process of decomposing the target, and the assessment, paying attention to the participation and control of the process quantity and embodying the value.
Large and medium-sized enterprises have relatively some systems, and BP is more to help businesses save time and energy. Sink the company's policies, systems and tools into the business and let them fight with peace of mind. Focus on policy empowerment and tool empowerment (such as data tools).
Question 3: Both 3:HRBP and COE should understand the business. How do they distinguish the boundaries of business? How to determine the boundaries of works in works?
A: All mankind should understand business and serve business and management.
From the ideal construction of the three pillars, COE is a solution, similar to the general staff in human resources, bp is close to business and touches business, similar to the main force in human resources, SSC is a window to deal with transactional work, similar to the logistics force in human resources.
How to determine the division of labor interface? One is to look at corporate genes and leadership styles; One is to see which piece is more capable. One is to look at the stage of the enterprise.
For example, Alibaba bp, which started from 2b, is stronger, not only doing bp, but also doing od work; Tencent, which started in 2c, has done a lot of tricks on ssc, and also engaged in hr products by itself. One started as a marketing company like Zhonggong Tiejun, and the other started as a product.
For example, in many mature foreign-funded enterprises and domestic head companies, the three capabilities are relatively balanced and perform their duties. A * * * sharing center for human resources will be established, and three types of people will be seconded to each other. For many fast-growing enterprises, the capabilities of many modules are unbalanced, and whoever is strong will bear more.
For example, for fast-growing enterprises or fast-expanding enterprises, recruiting people is the main job of many bp. When people come, they can get started quickly, so it is very important to cultivate new people. When people come, they have access to them. You should optimize and improve the access to work. It is also related to the stage of the enterprise.
Question 4: What are the key tasks of 4: HRBP in one year?
A: Every enterprise is different, and enterprises at every stage are different. But there are several * * * connected places:
Grass-roots BP, mainly engaged in the recruitment and filling of middle and grass-roots personnel, focusing on the implementation of staffing.
The general level of BP is mainly recruitment, promotion of key business projects and work of human report data.
Intermediate BP mainly participates in business process optimization and combing, and provides support for business by controlling the number of business processes, grafting manpower, and analyzing some processes and operations.
A high-level BP, in fact, is the general staff of human resources in the business department, which promotes the front-end business planning, such as expanding market insight, knowing more about business than business, and doing a good job of empowerment under the guidance of group or headquarters management and control.