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Strategic HR Business Partner:gWhat this Means and How to Do It RIGHT!

邁向事業夥伴應有的人資思維邁向事業夥伴應有的人資思維

主講人：吳忠聖台灣積體電路製造股份有限公司 / 資深管理師

Topic: 2013 SHRM Conference SharingDate: 2013/8/10

Venue:文化大學推廣部高雄教育中心Venue:文化大學推廣部高雄教育中心

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主題講者 – Jennifer Millman

CurrentTalent Acquisition Manager at Vology

PastSr. Director, Human Resources at PSS World MedicalHuman Resources at Sage SoftwareOwner/COO at Millman Enterprises, Inc. Regional HR Manager at WCI CommunitiesHR M t O F d l B kHR Manager at Ocwen Federal Bank Sr. Recruiter at InCharge InstituteHR Generalist at JPMorgan ChaseHR Generalist at JPMorgan Chase

EducationFl id St t U i it C ll f B iFlorida State University ‐ College of Business 

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講到人力資源，您想到的是？

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HR到底在做什麼？

1. 員工在外面幫忙徵求履歷推薦，那HR在做什麼？

2. 內部轉職是由兩單位主管協調，那HR在做什麼？

3. 在職訓練(OJT)是由廠區在開課，那HR在做什麼？

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HR的不同層次

交易性 戰術性 策略性(Transactional) (Tactical) (Strategic)

後勤支援 規劃執行 參與決策(Administrative)

聽命行事

(Program implementation) AligningStimulating聽命行事

(Order taking)

StimulatingReassessingRedesigning

服務個人(Benefit individual)

RedesigningProjecting

( )

“防禦型的HRM” “攻擊型的HRM”

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HR的四種角色

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HR的四種角色：哪一種對主管最重要？

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策略性人資的定義

• 下列有關策略性人力資源管理的敘述， 何者有誤？(A) 管轄所有管理者與員工

(B) 關注事務性的決策

(C) 協調所有的人力資源活動

(D) 與組織其他功能充分整合

[行政學大意] 95年特種考試地方政府公務人員考試五等#3212

• 權威專家學者的定義妥善規劃人力資源管理活動或措施型態，其目的是為了達成組織整體目標– 妥善規劃人力資源管理活動或措施型態，其目的是為了達成組織整體目標

– 策略伙伴是指人力資源功能必須參與企業策略擬定並協助企業經營策略的執行，以有效的使組織完成策略目標執行，以有效的使組織完成策略目標

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日漸重要的人資角色

企業的價值最主要來自於無形資產Baruch Lev – NYU

19% 27%只有19%的投資者與27%的分析師認為財務報表有助於決定公司價值

到底什麼最重要?

Robert Eccles – Harvard & PwC

顧客到底什麼最重要? 顧客 行銷成本、品牌價值、顧客流動率

員工員工 智慧資本、人才留任、員工平均產值

創新創新 研發投資、來自新產品的收入、新產品成功率

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有效人資的影響力

增加21%員工表現 增加6%營收

增加26%留任率 增加9%獲利

員工績效 營運績效

有效人資實務為基石

員工績效 營運績效

有效人資實務為基石

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主管眼中的HRBP表現如何？

10% HRBP實際上成功扮演策略性角色

15% 高層主管認為公司的人資事業夥伴是有效的

50%50% CHRO認為公司的HRBP充分運用可驗證的量化資料以證明對公司營運的貢獻以證明對公司營運的貢獻

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為何HR不被主管接受？

• HR常用HR自己的語言，員工與領導階層並不容易理解

• HR常直接跳入執行的細節，而沒有進行足夠的策略對話

• HR無法將新提案與企業獲利有效連結

• HR缺乏商業知識，無法討論business議題，因為不了解產業、競爭、顧

客、技術、通路…等

• HR總是等待直線主管的指示，而非自動自發尋找方向

• HR並沒有讓其他人理解為何HR需要在高層會議中出現

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成為策略性人資的四大阻礙

Mindset1 Mindset1Executive Leadership

HR LeadershipHR Leadership

HR Team

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Q：成功扮演HRBP的關鍵因素？

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成為策略性人資的四大阻礙

Lack of HRBP competency2 Lack of HRBP competency• Business savvy

2y

• Interpret business strategy into people and org. implications

• Excellent partnership abilities

• Relationship builders, excellent at building rapport and trust

• Strategic & systemic thinkers

• Motivate internal resources to achieve results

• Ownership of initiatives from start to finish

• Consulting mindset

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Q：發展HRBP職能最好的方式？

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成為策略性人資的四大阻礙

Too caught up in day-to-day3 Too caught up in day to day3

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Q：如何以更好的分工提升HR效能？

Self-serviceSelf service (e-hr)

Account ServiceTeam (AST)Team (AST)

Operation Center (OC)Operation Center (OC)

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成為策略性人資的四大阻礙

Threatening to front-line leadership4• How they manage budget & headcount

Threatening to front line leadership4• How they manage budget & headcount

• Visibility of their management style

• Ability to maintain control of their organization

• Potential for (career) changes

• Don’t understand business concepts.Don t understand business concepts. (ROI, etc.)

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HRBP所需的三大知識

Business

PeopleHR key areas

People

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HRBP所需的三大知識 – Business1. What are the top 1-3 strategic initiatives this fiscal year?2. What is the business strategy roadmap for the next 12, 24, 36 months?3 Wh t th i iti f h f l d d th i di t t ?3. What are the priorities of each of your leaders and their direct reports?4. How is each team/branch/division performing?5. How are we operating against principles and corporate objectives?p g g p p p j6. The SWOT of the business, divisions, branches, teams.7. Who are your main competitors? Why do you win/lose against them?8 What is your company’s competitive advantage in the marketplace?8. What is your company s competitive advantage in the marketplace?9. What opportunities exist that would propel the business forward?10.What are the biggest challenges your organization faces in the market?11. In the next year, are you expecting growth, contraction or the same? What contributes to that? What are plans to deal with that?12.Be familiar with operational metrics and how they compare to past quarters/years.12.Be familiar with operational metrics and how they compare to past quarters/years.13.Be familiar with P&L standings and where you stand to goal.14.What are some of the core processes of each department/function?15 What is a typical customer profile?15.What is a typical customer profile?16.What trends in the marketplace are most significantly affecting your business right now?

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HRBP所需的三大知識 – People1. Who is/are your superstar(s)?2. Who are your average and below-average players?y g g p y

• What makes them below average?• Do they know they are sub-par?• Are they capable of becoming an A player? (Why/why not?)• Are they capable of becoming an A-player? (Why/why not?)• If not, what has been done so far to manage that person out?• If so, what has been done so far to develop them up to par?

3. Are there any talent voids in your business/division/function/branch?• Skills/personalities/experience that you need on the team but do not have today?

4. How many employees have you lost in the past year?4. How many employees have you lost in the past year?• Why do people stay?• Why do they go?

Wh t d t b d ?• What needs to be done?5. Are there any at-risk employees and what is your plan to address?6. What is on the minds of your employees?y y7. How do you get your employees off to the best possible start (onboarding)?

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HRBP所需的三大知識 – HR Key Areas1. What is your compensation philosophy?

2. How does your compensation compare to your local employment markets?

3. Are you paying your people correctly?

4 How do your priorities stack up against your leaders’?4. How do your priorities stack up against your leaders ?

5. How do your priorities stack up against the rest of HR?

6. How and when to engage HR Specialists and Legal?

7. What are potential legal risks?

8 How are your building your employment brand?8. How are your building your employment brand?

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成為HRBP的三大步驟

建立關係，建立信任

聚焦問題，提出方案

參與決策，執行方案

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成為HRBP的第一步

辨識出真正的客戶

建立關係，建立信任• 辨識出真正的客戶

• 設法接近客戶

– 參與能見度高的專案參與客戶的staff meeting– 參與客戶的staff meeting

– 把握機會提出發人深省的議題

• 建立信任

– 將HR專業知識的發揮與business緊密連結將 專業知識的發揮與 緊密連結

– 提供正確無誤的資訊以彰顯HR價值

建立溝通平台很重要 取得信任先從基本做起建立溝通平台很重要：利用此機會形塑主管正確HR觀念

取得信任先從基本做起：以主動性與專業性贏得客戶滿意

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成為HRBP的第二步聚焦問題，提出方案

提升組織敏感度(organization savvy)

善用HR第三者的角色，蒐集訊息

觀察組織內外情勢，思考HR角色能做什麼

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人力規劃應該思考的問題• Do we know what skills are needed and what are missing on our clients’ teams?

• Are we aware of industry trends market demographics and external supply and• Are we aware of industry trends, market demographics, and external supply and demand factors?

• Do we know what our internal core capabilities are?Do we know what our internal core capabilities are?

• Do we understand what the key roles are?

• Do we know how skill set needs will change in the coming quarters?Do we know how skill set needs will change in the coming quarters?

• Do we know what future plans are – for skill sets, jobs, numbers, and the timing of needs?

• Inputs: technology changes, system changes, process changes, marketplace scarcity, SKU productivity goals, CI/Lean initiatives, workflow re‐design, budgets, etc.

應該用派遣員工，還是正職員工？應該用派遣員工 還是正職員工？

未來需要的科技人才，著重技術應用，還是基礎科學？

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績效管理應該思考的問題• Are we engaged in the establishment of organizational business strategies and 

objectives?objectives?

• Have we developed processes that align these objectives at corporate, division, functional, and individual levels?,

• Do we add value in designing management processes that improve performance at each of those levels?

• Have we designed reward systems that measurably impact organizational performance?

• Are we working at a behavioral and cultural level to ensure that managers deliver honest, candid, direct, clear performance feedback?

組織強調紀律，還是鼓勵創新？

組織強調相互競爭，還是團隊合作？

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員工關係應該思考的問題

• Does the company want employees to stay for entire careers?Wh /Wh t?– Why/Why not?

– All employees or just those with certain skill sets?

What does lo alt mean?• What does loyalty mean?

• How do we balance seniority and performance?

• Is a low termination rate good or bad?

• Do we measure results or activities?

• In general, how involved do we want employees to be in the management of the business?management of the business?

• How much information can we trust to employees?

好的公司應該要照顧員工的全部？

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成為HRBP的第三步參與決策，執行方案

認清HR角色 – 關鍵槓桿(leverage)

Partner vs. Parent approach

Pull vs. Push initiatives

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成功的夥伴關係

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Q：主管在挑選HRBP最重視的是？

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The Future of Human Resources• Talent Management, Organization Design, Succession Planning.

Change Management• Change Management

• Administrative components will be separated from HR.

T i l ill b d• Transactional components will be automated

• Tactical components will be outsourced.

• HR Leaders will be invited to play in key roles of the organization, including CEO and COO roles.

Th HR Fi ld ill l i f• The HR Field will learn to measure its performance.

• Move from policy management and paternalism to trust.

• There will be a renewed emphasis on human life principles, work‐life balance, and flexible work schedules.

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組織只有兩種問題：

一是人的問題，

二是組織結構的問題二是組織結構的問題，

HR在這兩種問題都有很好的貢獻點！