BD集团星悦事业部人力资源业务伙伴研究
发布时间：2018-08-06 09:27
【摘要】：1997年,David Ulrich在《人力资源冠军:下一个议程——增加附加价值和交付成果》一书中,将传统的人力资源部拆分为三个部分即:HRBP(人力资源业务伙伴)、COE(领域专家)和SSC(共享服务中心),这就是人力资源三支柱理论。HRBP是三支柱理论的一个核心内容,围绕企业战略展开工作,以业务为核心,将业务和人力资源相结合,为企业创收提供战略性的指导和扶持。近年来,HRBP受到了世界各地HR人的关注,2005年HRBP进入中国,在中国的HR界内掀起了一波风浪。很多国内的知名大企业也开始了一场HR变革的热潮,BAT公司HRBP转型成功以及HRBP为这些企业带来的经济效益,让国内的HR人看到了中国HR的希望。BD集团星悦事业部HRBP从成立到初具规模到走上正途开展工作中的出现的问题和采取的措施所做的一个分析总结。本文以BD集团星悦事业部HRBP为例,运用比较分析、访谈和问卷调研的方法进行问题的剖析,并给出解决问题的方案,总结出一些针对地产行业HRBP的有效管理经验,弥补地产行业HRBP真实案例的缺乏。论文的研究结果,不仅可以为BD集团星悦事业部HRBP管理的改进有实际意义,同时也充实了HRBP的管理理论的地产行业的真实案例。
[Abstract]:In Human Resources Championship: adding value and delivering results on the next agenda, The traditional human resources department is divided into three parts, namely: HRBP (Human Resources Business partner) and SSC (shared Service Center), which is the core of the three-pillar theory. Focusing on enterprise strategy, taking business as the core, combining business and human resources, providing strategic guidance and support for enterprise income generation. In recent years, HRBP has attracted the attention of HR people all over the world. In 2005, HRBP entered China, which set off a wave of waves within the HR boundary of China. Many well-known domestic large enterprises have also started a wave of HR reform, including the success of bat's HRBP transformation and the economic benefits brought to these enterprises by HRBP. Let the HR people in China see the hope of China HR. BD Group Star Yuet Division HRBP from its establishment to take on the scale to work on the way to the emergence of problems and measures taken to do an analysis and summary. Taking HRBP of BD Group as an example, this paper uses the methods of comparative analysis, interview and questionnaire investigation to analyze the problems, and gives the solutions to the problems, and summarizes some effective management experiences for the real estate industry HRBP. Make up for the real estate industry HRBP real-case lack. The results of this paper not only have practical significance for the improvement of HRBP management of BD Group, but also enrich the real estate case of HRBP management theory.
【学位授予单位】：沈阳理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.92
本文编号：2167295
[Abstract]:In Human Resources Championship: adding value and delivering results on the next agenda, The traditional human resources department is divided into three parts, namely: HRBP (Human Resources Business partner) and SSC (shared Service Center), which is the core of the three-pillar theory. Focusing on enterprise strategy, taking business as the core, combining business and human resources, providing strategic guidance and support for enterprise income generation. In recent years, HRBP has attracted the attention of HR people all over the world. In 2005, HRBP entered China, which set off a wave of waves within the HR boundary of China. Many well-known domestic large enterprises have also started a wave of HR reform, including the success of bat's HRBP transformation and the economic benefits brought to these enterprises by HRBP. Let the HR people in China see the hope of China HR. BD Group Star Yuet Division HRBP from its establishment to take on the scale to work on the way to the emergence of problems and measures taken to do an analysis and summary. Taking HRBP of BD Group as an example, this paper uses the methods of comparative analysis, interview and questionnaire investigation to analyze the problems, and gives the solutions to the problems, and summarizes some effective management experiences for the real estate industry HRBP. Make up for the real estate industry HRBP real-case lack. The results of this paper not only have practical significance for the improvement of HRBP management of BD Group, but also enrich the real estate case of HRBP management theory.
【学位授予单位】：沈阳理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.92
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