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Meet the Three-pillar Model HR三支柱的规划与实施

Meet the Three-pillar Model HR三支柱的规划与实施

课程编号：47290

课程价格：￥0/天

课程时长：2 天

课程人气：150

行业类别：行业通用     

专业类别：中层管理 

授课讲师：刘向明

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【培训对象】
成熟企业的中高层经理、创业公司的创始团队

【培训收益】
1.系统知识：学习该课程，学员能全面了解人力资源三支柱的各个部分，以及各部分之间的相互作用。 2.关键技能：学习该课程，学员能迅速掌握人力资源三支柱的规划过程，以及三支柱模式的实施要点。

第一章 演化过程：三支柱模式的演化过程
本章的课前思考问题：人力资源部门，是战略部门，还是服务部门？
一 阶段：人力资源管理的四个阶段
1.职能阶段：专业事务导向，提高效率 1960s以前
2.资源阶段：资源价值导向，发现价值 60s到80s
3.战略阶段：核心优势导向，构建优势 80s到00s
4.支柱阶段：业务支持导向，快速响应 00s以后
二 分析：人力资源工作的类型分析
1.专家型、战略型的工作：例如制定方针、标准，占10%
2.伙伴型、支持型的工作：例如分析流程、绩效，占30%
3.服务型、操作型的工作：例如工资发放、考勤，占60%
学术背景讲解：拉姆·查兰和戴维·尤里奇的观点分歧
三 逻辑：三支柱模式的逻辑
1.拆分：把HR活动拆分为专家型、伙伴型、服务型
2.重组：把HR活动重组为COE、BP、SSC
本章的教学目标：让学员了解三支柱模式的背景及逻辑。

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 协作方式：三支柱模式的分工协作
本章的课前思考问题：人力资源部和其他部门是什么关系？
一 专家中心（COE）的活动
1.战略解读：识别战略目标中的人力资源事务
2.专业指导：提出人力资源事务的原则和标准
3.需求响应：响应业务伙伴和共享中心的需求
二 业务伙伴（BP）的活动
1.业务解读：识别业务目标中的人力资源事务
2.业务支持：提出人力资源事务的方案和步骤
3.需求响应：响应业务部门对人力资源的需求
三 共享中心（SSC）的活动
1.服务规范：共性人力资源服务的标准化
2.操作实施：人力资源方案的具体实施
3.需求响应：响应员工对标准服务的需求
小组练习1：模拟，怎样实现部分培训外包
本章的教学目标：让学员理解三支柱的分工协作。

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
本章的课前思考问题：相比职能模式工，三支柱模式有什么特点？
一 优势：三支柱模式的优势
1.方向准：始终以业务为中心，人力资源职能的方向准确
2.人效高：基础和尖端的服务外包，减少人员、提高人效
3.响应快：人力资源深入一线业务部门，和业务需求同步
二 机遇：三支柱模式的机遇
1.开放性：可以广泛接触外界，能拓宽人员的视野
2.适应性：职能可以项目化执行，提高环境适应性
3.多元性：可以多项目同时执行，提高内部多元性
案例讲解：索尼、腾讯、阿里，三支柱模式的共同点与差异
三 挑战：三支柱模式的挑战
1.数字化：没有数字化基础，能不能实行三支柱
2.领导力：业务领导，如何做出人力资源的决策
3.专业性：内部专家，如何跳出企业的知识局限
小组练习2：模拟，如何建立外部专家团队
本章的教学目标：让学员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 专家中心：专家中心的职能与机制
本章的课前思考问题：什么样的HR可以成为专家？
一 专家中心的职能
1.规划战略：围绕公司战略，规划人力资源战略
2.提出标准：针对最佳实践，提出人力资源标准
3.制定制度：针对管理目标，制定人力资源制度
二 专家中心的运行机制
1.常态化：以战略导向为中心，形成研讨小组
2.专业化：以职能板块为中心，形成专业小组
3.项目化：以解决问题为目的，形成项目小组
案例讲解：处在多个项目组中的专家
三 专家中心的日常工作
1.主动型：优化标准、优化实践
2.响应型：响应战略、响应需求
3.发展型：赋能组织、赋能团队
案例讲解：领导力中心的常态任务与项目任务
小组练习3：讨论，怎样解读战略的关联性
本章教学目标：让学员理解专家中心的运行机制。

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 业务伙伴：业务伙伴的职能和技能
本章的课前思考问题：业务团队需要什么样的人力资源支持？
一 业务伙伴的职能
1.流程梳理：发现业务的流程缺陷
2.绩效分析：定位岗位的绩效障碍
3.动作分析：提取作业的最佳实践
二 业务伙伴的知识背景
1.作业管理：动作和时间分析
2.岗位管理：团队化工作设计
3.项目管理：优化流程的要素
案例讲解：业务团队欢迎的业务伙伴
三 业务伙伴的关键技能
1.激励：发现优势、唤醒激情
2.辅导：指导行为、提高技巧
3.沟通：获得信任、凝聚团队
案例讲解：业务伙伴的硬技能与软技能
小组练习4：演练，怎样梳理项目流程因素
本章教学目标：让学员理解业务伙伴的工作模式。

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 服务中心：服务中心的输入和交付
本章的课前思考问题：哪些人力资源事务可以在线上完成？
一 服务中心的职能
1.数据：可以数据化的HR事务，如考勤记录、差旅报销
2.标准：可以标准化的HR活动，如在线测评、知识管理
3.规范：可以规范化的HR职能，如校园招聘、新人培训
二 服务中心的结构
1.员工自助中心：功能化应用程序，如资料上传
2.员工呼叫中心：一对一线上应答，如手续咨询
3.事务处理中心：面对面事务处理，如离职面谈
4.数据分析中心：后台数据的分析，如人均产出
5.运营管理中心：内部的管理支持，如采购管理
6.运营维护中心：服务中心的维护，如网络管理
7.运营执行中心：具体的活动执行，如培训组织
案例分析：服务中心的建设起点
小组练习5：讨论，怎样确定服务体验标准
本章教学目标：让学员理解服务中心的工作模式。

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 导入步骤：三支柱模式的导入步骤
本章的课前思考问题：传统的企业导入三支柱模式，应该从哪些开始？
一 导入三支柱模式的三种路径
1.从服务中心入手：信息和活动的标准化
2.从业务伙伴入手：支持和赋能的常态化
3.从专家中心入手：战略和系统的细节化
案例分析：京东的三支柱模式
二 模式导入的前期准备
1.明确目标：描述目标的预期形态
2.组建团队：组建实施的核心团队
3.规划路径：规划达成目标的路径
4.单点突破：选择推进的最初起点
三 模式导入的实施步骤
1.服务中心：数字化、标准化、手册化
2.业务伙伴：人才引进、强化培养、岗位培训
3.专家中心：项目外包、引入外脑、内部迭代
小组练习6：演练，怎样明确业务伙伴的角色
本章教学目标：让学员掌握三支柱模式的导入步骤。

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 运行要点：三支柱模式的运行要点
本章的课前思考问题：在三支柱模式下，HR的职业生涯会有什么变化？
一 问题：采用三支柱模式前，要回答的问题
1.内部优化：通过三支柱模式，要获得哪些内部优化
2.竞争优势：通过三支柱模式，要获得什么竞争优势
3.员工价值：通过三支柱模式，员工能获得哪些价值
二 选择：三支柱模式面临的选择
1.服务中心，是主体自建，还是主体外包
2.业务伙伴，是业务背景，还是HR背景
3.专家中心，是实体中心，还是项目中心
三 保障：三支柱模式下的职能保障
1.人才梯队：如何建立三支柱模式下的人才梯队
2.生涯发展：如何规划三支柱模式下的生涯发展
3.战略独立：如何保证三支柱模式下的HR战略
小组练习7：演练，怎样规划人员的生涯发展
本章教学目标：让学员掌握三支柱模式的运行要点。

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.

 

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