《HR三支柱的規(guī)劃與實施》

Meet the Three-pillar Model
HR三支柱的規(guī)劃與實施
（12課時，12 hours）
課程綜述
本課程是清華大學(xué)MBA總裁班的好評課程，用一句話描述本課程，是“科技公司的HR藍(lán)圖”。
Recommendation
This is a highlighting course of Tsinghua EMBA. To summarize this course in one sentence, is “human resource blueprint of Hi-tech companies”.
課程導(dǎo)言
工業(yè)革命以來，企業(yè)都在追求重資產(chǎn)、大規(guī)模。基于企業(yè)追求，人力資源演化成了職能管理模式。上世紀(jì)后期，科技公司開始追求輕資產(chǎn)、高人效。圍繞新興公司的追求，人力資源管理的“三支柱模式”應(yīng)運而生。三支柱模式，是把HR職能分為三個部分，共享服務(wù)中心、業(yè)務(wù)伙伴、專家中心（如下圖所示）。這三個部分，即為人力資源管理的“三支柱”。
三支柱模式有三個優(yōu)勢，人效高、彈性大、響應(yīng)快。因為有這三大優(yōu)勢，三支柱模式被越來越多的企業(yè)采用。如果你所在的公司，也想采用三支柱模式，本課程能助你一臂之力。
Overview
Since the industrial revolution, companies have been pursuing fixed assets and large scale. Based on companies’ pursuits, human resource management evolved into a functional model. In the late last century, hi-tech companies began to pursue asset-light and high personnel efficiency. Around the pursuit of emerging companies, the "three-pillar model" of human resource management came into being. The three-pillar model divides HR functions into three parts, Center of Expertise, Business Partner, and Shared Service Center (as shown in the upper diagram). These three parts are the "three pillars" of human resource management.
The three-pillar model has three advantages: quicker response, higher person efficiency, and higher flexibility. Because of these advantages, the three-pillar model has been adopted by more and more companies. If your company also wants to adopt the three-pillar model, this course can help you.
課程收益
系統(tǒng)知識：學(xué)習(xí)該課程，學(xué)員能全面了解人力資源三支柱的各個部分，以及各部分之間的相互作用。
關(guān)鍵技能：學(xué)習(xí)該課程，學(xué)員能迅速掌握人力資源三支柱的規(guī)劃過程，以及三支柱模式的實施要點。
Benefits
Systematic knowledge: In this course, you will see the big picture of human resource three-pillar model.
Critical skills: In this course, you will develop new skills for planning and implementing human resource three-pillar model.
課程特色
案例教學(xué)：以豐富的案例，講述人力資源管理的三個支柱，讓學(xué)員迅速掌握實施三支柱的步驟。
情景演練：以精心的演練，讓學(xué)員結(jié)合工作場景，演練三支柱的實施，讓學(xué)員達(dá)到知行合一。
Features
Perceptible: By case study, this course provides a stereoscopic profile of the human resource three-pillar model.
Practical: By scenario exercise, this course shapes skills of planning and applying three-pillar model.
內(nèi)容目錄
第一章 演化過程：三支柱模式的演化過程（1課時）
第二章 協(xié)作方式：三支柱模式的分工協(xié)作（2課時）第三章 特征分析：三支柱模式的特征分析（2課時）
第四章 專家中心：專家中心的機(jī)制與功能（1課時）
第五章 業(yè)務(wù)伙伴：業(yè)務(wù)伙伴的職能和技能（2課時）
第六章 服務(wù)中心：服務(wù)中心的輸入和交付（1課時）
第七章 導(dǎo)入步驟：三支柱模式的導(dǎo)入步驟（2課時）第八章 運行要點：三支柱模式的運行要點（1課時）
Contents
Chapter 1 Evolution: The Evolution of the Three Pillar Model (1 hour)
Chapter 2 Interaction: Collaboration in the three-pillar model (2 hours)
Chapter 3 Analyzing: Characteristics of the Three Pillar Model (2 hours)
Chapter 4 Designing: Mechanism and Function of Expert Center (1 hour)
Chapter 5 Discovering: Functions of Business Partners (2 hours)Chapter 6 Delivering: Input and Delivery of Service Center (1 hour)
Chapter 7 Adopting: Stages of adopting the three-pillar model (2 hours)
Chapter 8 Focusing: Knowhow of the three-pillar model (1 hour)
課程進(jìn)度
第一天 上午 9：00—12：00
第一章 演化過程：三支柱模式的演化過程
第二章 協(xié)作方式：三支柱模式的分工協(xié)作
第一天 下午 13：30—16：30
第三章 特征分析：三支柱模式的特征分析
第四章 專家中心：專家中心的機(jī)制與功能
第二天 上午 9：00—12：00
第五章 業(yè)務(wù)伙伴：業(yè)務(wù)伙伴的職能和技能
第六章 服務(wù)中心：服務(wù)中心的輸入和交付
第二天 下午 13：30—16：30
第七章 導(dǎo)入步驟：三支柱模式的導(dǎo)入步驟
第八章 運行要點：三支柱模式的運行要點
Scheduling
1st Day, 9:00—12:00
Chapter 1 Evolution: The Evolution of the Three Pillar Model
Chapter 2 Interaction: Collaboration in the three-pillar model
1st Day, 13:30—16:30
Chapter 3 Analyzing: Characteristics of the Three Pillar Model
Chapter 4 Designing: Mechanism and Function of Expert Center
2nd Day, 9:00—12:00
Chapter 5 Discovering: Functions of Business Partners
Chapter 6 Delivering: Input and Delivery of Service Center
2nd Day, 13:30—16:30
Chapter 7 Adopting: Stages of adopting the three-pillar model
Chapter 8 Focusing: Knowhow of the three-pillar model
目標(biāo)學(xué)員
成熟企業(yè)的中高層經(jīng)理、創(chuàng)業(yè)公司的創(chuàng)始團(tuán)隊
Intended participates
Top managers of established companies, executive team of startup companies.
課堂形式
研習(xí)班，班級最佳人數(shù)為35人。
Course format
Workshop, recommended number of class members is 35.
課堂練習(xí)
小組模擬：演練成果，怎樣實現(xiàn)部分培訓(xùn)的外包 （30分鐘）
小組模擬：演練成果，怎樣建立外部的專家團(tuán)隊 （30分鐘）
小組討論：討論成果，怎樣識別戰(zhàn)略的關(guān)聯(lián)事務(wù) （15分鐘）
小組模擬：演練成果，怎樣梳理項目的流程因素 （30分鐘）
小組討論：討論成果，怎樣確定服務(wù)的體驗標(biāo)準(zhǔn) （15分鐘）
小組模擬：演練成果，怎樣明確業(yè)務(wù)伙伴的角色 （30分鐘）
小組討論：討論成果，怎樣規(guī)劃人員的生涯發(fā)展 （15分鐘）
Classroom exercises
Roleplay: how to outsource basic training (30 minutes)
Roleplay: how to build an external expert team (30 minutes)
Discussion: how to identify the strategy correlation (15 minutes)
Roleplay: how to analyze process factors (30 minutes)
Discussion: how to set the service experience standard (15 minutes)
Roleplay: how to clarify the roles of business partners (30 minutes)
Discussion: how to plan the career development (15 minutes)
課程大綱 Course outline
第一章 演化過程：三支柱模式的演化過程
本章的課前思考問題：人力資源部門，是戰(zhàn)略部門，還是服務(wù)部門？
一 階段：人力資源管理的四個階段
職能階段：專業(yè)事務(wù)導(dǎo)向，提高效率 1960s以前
資源階段：資源價值導(dǎo)向，發(fā)現(xiàn)價值 60s到80s
戰(zhàn)略階段：核心優(yōu)勢導(dǎo)向，構(gòu)建優(yōu)勢 80s到00s
支柱階段：業(yè)務(wù)支持導(dǎo)向，快速響應(yīng) 00s以后
二 分析：人力資源工作的類型分析
專家型、戰(zhàn)略型的工作：例如制定方針、標(biāo)準(zhǔn)，占10%
伙伴型、支持型的工作：例如分析流程、績效，占30%
服務(wù)型、操作型的工作：例如工資發(fā)放、考勤，占60%
學(xué)術(shù)背景講解：拉姆·查蘭和戴維·尤里奇的觀點分歧
三 邏輯：三支柱模式的邏輯
拆分：把HR活動拆分為專家型、伙伴型、服務(wù)型
重組：把HR活動重組為COE、BP、SSC
本章的教學(xué)目標(biāo)：讓學(xué)員了解三支柱模式的背景及邏輯。
Chapter 1 Overview, understanding human resource strategy
Pre-training question of this chapter: Why do hi-tech companies prefer the three-pillar model?
The four stages of human resource management
Personnel management, efficiency directed
Resource management, value directed
Strategy management, advantage directed
Three-pillar, business directed
Analysis: Analysis of the types of human resource work
Strategy and expert work: accounting for 10%
Coaching and Supportive work: accounting for 30%
Operational and service work: accounting for 60%
Background explanation: debate between Ram Charan and Dave Ulrich
Logic: logic of the three-pillar model
Breakdown: breakdown HR’s work
Reorganization: reorganize HR activities into SSC, BP, COE
Benefits from this chapter: advantages and challenges of the three-pillar model.第二章 協(xié)作方式：三支柱模式的分工協(xié)作
本章的課前思考問題：人力資源部和其他部門是什么關(guān)系？
一 專家中心（COE）的活動
戰(zhàn)略解讀：識別戰(zhàn)略目標(biāo)中的人力資源事務(wù)
專業(yè)指導(dǎo)：提出人力資源事務(wù)的原則和標(biāo)準(zhǔn)
需求響應(yīng)：響應(yīng)業(yè)務(wù)伙伴和共享中心的需求
二 業(yè)務(wù)伙伴（BP）的活動
業(yè)務(wù)解讀：識別業(yè)務(wù)目標(biāo)中的人力資源事務(wù)
業(yè)務(wù)支持：提出人力資源事務(wù)的方案和步驟
需求響應(yīng)：響應(yīng)業(yè)務(wù)部門對人力資源的需求
三 共享中心（SSC）的活動
服務(wù)規(guī)范：共性人力資源服務(wù)的標(biāo)準(zhǔn)化
操作實施：人力資源方案的具體實施
需求響應(yīng)：響應(yīng)員工對標(biāo)準(zhǔn)服務(wù)的需求
小組練習(xí)1：模擬，怎樣實現(xiàn)部分培訓(xùn)外包
本章的教學(xué)目標(biāo)：讓學(xué)員理解三支柱的分工協(xié)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?
Activities of the Center of Experts (COE)
Decoding: Identifying HR issues in strategic goals
Directing: Setting the principles and standards of HR affairs
Responding: responding to the needs of BP and SSC
Activities of Business Partners (BP)
Interpreting: Identifying HR issues in business goals
Supporting: proposing plans and steps for HR affairs
Responding: responding to the needs of business departments
Activities of Sharing Center (SSC)
Specification: standardization of common HR services
Implementation: the implementation of HR program
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
本章的課前思考問題：相比職能模式工，三支柱模式有什么特點？
一 優(yōu)勢：三支柱模式的優(yōu)勢
方向準(zhǔn)：始終以業(yè)務(wù)為中心，人力資源職能的方向準(zhǔn)確
人效高：基礎(chǔ)和尖端的服務(wù)外包，減少人員、提高人效
響應(yīng)快：人力資源深入一線業(yè)務(wù)部門，和業(yè)務(wù)需求同步
二 機(jī)遇：三支柱模式的機(jī)遇
開放性：可以廣泛接觸外界，能拓寬人員的視野
適應(yīng)性：職能可以項目化執(zhí)行，提高環(huán)境適應(yīng)性
多元性：可以多項目同時執(zhí)行，提高內(nèi)部多元性
案例講解：索尼、騰訊、阿里，三支柱模式的共同點與差異
三 挑戰(zhàn)：三支柱模式的挑戰(zhàn)
數(shù)字化：沒有數(shù)字化基礎(chǔ)，能不能實行三支柱
領(lǐng)導(dǎo)力：業(yè)務(wù)領(lǐng)導(dǎo)，如何做出人力資源的決策
專業(yè)性：內(nèi)部專家，如何跳出企業(yè)的知識局限
小組練習(xí)2：模擬，如何建立外部專家團(tuán)隊
本章的教學(xué)目標(biāo)：讓學(xué)員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?
Advantages: the advantages of the three-pillar model
Accurate direction: focusing on the business
High person efficiency: improving person efficiency by outsourcing
Quick response: keeping pace with business needs
Opportunities: Opportunities in the three-pillar model
Openness: extensive contact with the outside world
Adaptability: functions can be implemented as projects
Diversity: multiple projects can be executed at the same
Case study: Sony, Tencent, Alibaba, the commons and differences
Three challenges: the challenge of the three-pillar model
Digitalization: the three-pillar model need a digital foundation
Leadership: business leaders should develop HR sense
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 專家中心：專家中心的職能與機(jī)制
本章的課前思考問題：什么樣的HR可以成為專家？
一 專家中心的職能
規(guī)劃戰(zhàn)略：圍繞公司戰(zhàn)略，規(guī)劃人力資源戰(zhàn)略
提出標(biāo)準(zhǔn)：針對最佳實踐，提出人力資源標(biāo)準(zhǔn)
制定制度：針對管理目標(biāo)，制定人力資源制度
二 專家中心的運行機(jī)制
常態(tài)化：以戰(zhàn)略導(dǎo)向為中心，形成研討小組
專業(yè)化：以職能板塊為中心，形成專業(yè)小組
項目化：以解決問題為目的，形成項目小組
案例講解：處在多個項目組中的專家
三 專家中心的日常工作
主動型：優(yōu)化標(biāo)準(zhǔn)、優(yōu)化實踐
響應(yīng)型：響應(yīng)戰(zhàn)略、響應(yīng)需求
發(fā)展型：賦能組織、賦能團(tuán)隊
案例講解：領(lǐng)導(dǎo)力中心的常態(tài)任務(wù)與項目任務(wù)
小組練習(xí)3：討論，怎樣解讀戰(zhàn)略的關(guān)聯(lián)性
本章教學(xué)目標(biāo)：讓學(xué)員理解專家中心的運行機(jī)制。
Chapter 4 Designing: Mechanism and Function of Expert Center
Pre-training questions of this chapter: What kind of HR can become an expert?
Functions of the Expert Center
Planning strategy: planning HR strategy around company strategy
Proposing standards: Proposing HR standards for best practices
Setting regulation: setting HR regulations for management goals
The operating mechanism of the expert center
Normalization: to form a seminar group focusing on strategy
Specialization: to form a professional group for upgrading
Projectization: to form a project team for problem-solving
Case study: experts in multiple project teams
Daily work of the expert center
Proactive: optimizing standards and optimizing practices
Responsive: responding to strategy and demand
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 業(yè)務(wù)伙伴：業(yè)務(wù)伙伴的職能和技能
本章的課前思考問題：業(yè)務(wù)團(tuán)隊需要什么樣的人力資源支持？
一 業(yè)務(wù)伙伴的職能
流程梳理：發(fā)現(xiàn)業(yè)務(wù)的流程缺陷
績效分析：定位崗位的績效障礙
動作分析：提取作業(yè)的最佳實踐
二 業(yè)務(wù)伙伴的知識背景
作業(yè)管理：動作和時間分析
崗位管理：團(tuán)隊化工作設(shè)計
項目管理：優(yōu)化流程的要素
案例講解：業(yè)務(wù)團(tuán)隊歡迎的業(yè)務(wù)伙伴
三 業(yè)務(wù)伙伴的關(guān)鍵技能
激勵：發(fā)現(xiàn)優(yōu)勢、喚醒激情
輔導(dǎo)：指導(dǎo)行為、提高技巧
溝通：獲得信任、凝聚團(tuán)隊
案例講解：業(yè)務(wù)伙伴的硬技能與軟技能
小組練習(xí)4：演練，怎樣梳理項目流程因素
本章教學(xué)目標(biāo)：讓學(xué)員理解業(yè)務(wù)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?
Functions of business partners
Process analysis: locking the defects of business process
Performance analysis: positioning the performance barriers
Procedure analysis: finding out the standard procedure
Knowledge background of business partners
Task management: motion/time study
Post management: team work design
Project management: optimizing process elements
Case study: business partners welcomed by the business team
Key skills of business partners
Motivation: discovering advantages and awakening passion
Consultation: guiding behavior and building skills
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 服務(wù)中心：服務(wù)中心的輸入和交付
本章的課前思考問題：哪些人力資源事務(wù)可以在線上完成？
一 服務(wù)中心的職能
數(shù)據(jù)：可以數(shù)據(jù)化的HR事務(wù)，如考勤記錄、差旅報銷
標(biāo)準(zhǔn)：可以標(biāo)準(zhǔn)化的HR活動，如在線測評、知識管理
規(guī)范：可以規(guī)范化的HR職能，如校園招聘、新人培訓(xùn)
二 服務(wù)中心的結(jié)構(gòu)
員工自助中心：功能化應(yīng)用程序，如資料上傳
員工呼叫中心：一對一線上應(yīng)答，如手續(xù)咨詢
事務(wù)處理中心：面對面事務(wù)處理，如離職面談
數(shù)據(jù)分析中心：后臺數(shù)據(jù)的分析，如人均產(chǎn)出
運營管理中心：內(nèi)部的管理支持，如采購管理
運營維護(hù)中心：服務(wù)中心的維護(hù)，如網(wǎng)絡(luò)管理
運營執(zhí)行中心：具體的活動執(zhí)行，如培訓(xùn)組織
案例分析：服務(wù)中心的建設(shè)起點
小組練習(xí)5：討論，怎樣確定服務(wù)體驗標(biāo)準(zhǔn)
本章教學(xué)目標(biāo)：讓學(xué)員理解服務(wù)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?
Functions of the service center
Data: HR affairs that can be digitized
Standard: HR activities that can be standardized
Specification: HR functions that can be specified
Structure of the service center
Employee self-help center
Employee call center
Transaction processing center
Data analysis center
Operation management center
Operation and maintenance center
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 導(dǎo)入步驟：三支柱模式的導(dǎo)入步驟
本章的課前思考問題：傳統(tǒng)的企業(yè)導(dǎo)入三支柱模式，應(yīng)該從哪些開始？
一 導(dǎo)入三支柱模式的三種路徑
從服務(wù)中心入手：信息和活動的標(biāo)準(zhǔn)化
從業(yè)務(wù)伙伴入手：支持和賦能的常態(tài)化
從專家中心入手：戰(zhàn)略和系統(tǒng)的細(xì)節(jié)化
案例分析：京東的三支柱模式
二 模式導(dǎo)入的前期準(zhǔn)備
明確目標(biāo)：描述目標(biāo)的預(yù)期形態(tài)
組建團(tuán)隊：組建實施的核心團(tuán)隊
規(guī)劃路徑：規(guī)劃達(dá)成目標(biāo)的路徑
單點突破：選擇推進(jìn)的最初起點
三 模式導(dǎo)入的實施步驟
服務(wù)中心：數(shù)字化、標(biāo)準(zhǔn)化、手冊化
業(yè)務(wù)伙伴：人才引進(jìn)、強(qiáng)化培養(yǎng)、崗位培訓(xùn)
專家中心：項目外包、引入外腦、內(nèi)部迭代
小組練習(xí)6：演練，怎樣明確業(yè)務(wù)伙伴的角色
本章教學(xué)目標(biāo)：讓學(xué)員掌握三支柱模式的導(dǎo)入步驟。
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?
Three ways to adopt the three-pillar model
Start from SSC: standardization of information and activities
Start from BP: normalization of support and empowerment
Start from COE: decomposition of strategy and system
Case study: JD’s three-pillar model
Preparations for adapting three-pillar model
Clarify the goal: describe the expected shape of the goal
Team building: build a core team for implementation
Planning the path: planning the path to achieve the goal
Single point breakthrough: choose the initial starting point
Three implementation steps of three-pillar model adapting
Service center: digitizing, standardization, textualization
Business partners: talent searching, on-the-job training
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 運行要點：三支柱模式的運行要點
本章的課前思考問題：在三支柱模式下，HR的職業(yè)生涯會有什么變化？
一 問題：采用三支柱模式前，要回答的問題
內(nèi)部優(yōu)化：通過三支柱模式，要獲得哪些內(nèi)部優(yōu)化
競爭優(yōu)勢：通過三支柱模式，要獲得什么競爭優(yōu)勢
員工價值：通過三支柱模式，員工能獲得哪些價值
二 選擇：三支柱模式面臨的選擇
服務(wù)中心，是主體自建，還是主體外包
業(yè)務(wù)伙伴，是業(yè)務(wù)背景，還是HR背景
專家中心，是實體中心，還是項目中心
三 保障：三支柱模式下的職能保障
人才梯隊：如何建立三支柱模式下的人才梯隊
生涯發(fā)展：如何規(guī)劃三支柱模式下的生涯發(fā)展
戰(zhàn)略獨立：如何保證三支柱模式下的HR戰(zhàn)略
小組練習(xí)7：演練，怎樣規(guī)劃人員的生涯發(fā)展
本章教學(xué)目標(biāo)：讓學(xué)員掌握三支柱模式的運行要點。
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?
Questions to be answered before adopting the three-pillar model
Internal optimization: what internal optimizations should be obtained
Competitive advantage: what competitive advantage should be obtained
Employee value: what employees’ value should be obtained
Choices faced by the three-pillar model
SSC, is outsourced or self-developed
BP, is it business background or HR background
COE, is it a physical center or a project center
Functional guarantees under the three-pillar model
Backup system: how to establish the talent backup system
Career development: how to plan career development
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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