Human Resource Business Partner Mode Transformation Practice in a Chinese State-Owned Company

Abstract

Human Resource Business Partner (HRBP) mode contributes to establishing the closer relationship between HR department and business department, improving efficiency of managing the talents for group enterprises, and also provides the shortcut for HR department's transformation from cost center to profit center. As a state-owned company in China, X group faces the challenge from both inside and outside old system during HR transformation. Under such circumstances, the HR group spontaneously designs the core training program and mechanism guarantee from top-to-bottom, and helps the traditional HR to become the business partner.

The Relationship of Human Resource Strategic Partner Role and Job Performance under Mediation of Achievement Motivation Structural Equation Model

“…Thirumal and Francis (2017) proposed the human resource strategic partner need to have the following abilities: understand business, align stakeholders around a shared purpose, facilitate change in mind-sets, obsessed about development and renewal of people, establish HR as a distinct profession by building appropriate competencies and attract and build a diverse workforce, including those who do not come to office. Dai and Qiu (2016) though human resource business partner is more likely to be a strategic partner to undertake organizational strategy for mission, relying on the ability to build a strong organization to ensure the strategic landing. This requires organizational development human resource business partner to rapidly diagnose pain points, thereby pulling organize projects, processes, and culture change.…”

“…Human resource strategic partner role has multiple compounds with its output and businesses linking directly to the performance. Dai and Qiu (2016) research showed the job performance including the effect of project delivery and organizational talent development are in additional to the original basis of job requirements, focusing on quantitative indicators of assessment, such as the key to improving the rate of job losses, indicators of human capital ROI. The business internal and external customers are brought into the evaluators to strengthen customer service awareness of human resource job performance.…”