01

01 

专家中心走向“小机构”

Expert center moving towards "small organization"

专家中心对应“守夜人政府”和“全能政府”的角色。这个支柱以后会是“小机构”，几个数据分析师加上一个一体化的信息系统就能够满足需求。

The expert center should play the roles of "night watchman government" and "omnipotent government". This pillar will be a "small organization" in the future. Several data analysts and an integrated information system will be able to meet the demand.

充当“守夜人政府”，意味着专家中心不需要事无巨细地下发一个又一个的政策，而是应该基于平台型组织的理念，进行激励、孵化、收割、风控等市场化制度（机制）的设计。

Acting as a "night watchman government" means that the expert center does not need to issue one policy after another, but should design market-oriented systems (mechanisms) such as incentive, incubation, harvesting and risk control based on the concept of platform organization.

充当“全能政府”，则意味着高度关注组织能力的持续发展，在市场失灵的地方履行干预市场的职责。

Acting as an "all-round government" means paying close attention to the sustainable development of organizational capacity and performing the duty of intervening in the market where the market fails.

从这个角度上看，专家中心未来的主要工作就是设计“算法”，这是市场化制度和干预政策出台的基础。

From this point of view, the main work of the expert center in the future is to design "algorithm", which is the basis of market-oriented system and intervention policy.

在此举一个干预政策出台的例子，我们辅导的某家千亿级营收规模的企业，人力资源部门一直受困于对手挖猎自己的顶级人才，但由于这个人才库的规模过大，又无法实现有效监控。

As an example of the intervention policy, the human resources department of an enterprise with a revenue scale of 100 billion that we tutored has always been trapped by the competitors' hunting for their own top talents. However, due to the large scale of this talent pool, it is unable to achieve effective monitoring.

于是，我们向他们建议了一个名为“核心员工离职可能性指数”的模型，通过是否参与集体活动、出勤率变化、加班率变化等自变量来预测离职可能性。

Therefore, we propose a model called "core employee turnover possibility index" to predict the turnover possibility through whether to participate in collective activities, the change of attendance rate, overtime rate and other independent variables.

这让他们能够精准筛选出最有离职倾向的核心人才，并进行定向挽留，大大降低了这部分人的离职率。

This enables them to accurately screen out the core talents with the most turnover intention, and carry out targeted retention, which greatly reduces the turnover rate of these people.

02

02

共享服务中心走向“聚数据+泛外包+强交付”

Shared service center moves towards "data aggregation + extensive outsourcing + strong delivery"

共享服务中心对应“资源池建设者”的角色。这个支柱最大的任务是建立一个数据化的平台底层。

The shared service center corresponds to the role of "resource pool builder". The biggest task of this pillar is to build a data platform.

平台型组织如果实现了最大程度的数据化，各类人力资源流程就具备了SOP，就可以最大程度通过在线化实现效率提升。不仅如此，如果专家中心不具备共享服务中心的此类支持，他们也将寸步难行。

If the platform organization realizes the maximum degree of data, all kinds of human resource processes have SOP, which can maximize the efficiency improvement through online. Moreover, if the expert center does not have such support from the shared service center, it will be difficult for them to do anything.

在数据方面，有两类数据急待补充：

In terms of data, there are two types of data to be supplemented urgently

一方面是员工数据。当前，除了员工基础数据之外，EHR系统对于其能力特征描述的信息还很缺乏。

One is employee data. At present, in addition to the basic data of employees, EHR system is still lack of information about their ability characteristics.

另一方面是工作流数据。现状是，大量企业的EHR系统都是独立于工作流系统之外的，基本就是一个员工数据形成的“数据孤岛”。

The other is workflow data. The current situation is that the EHR system of a large number of enterprises is independent of workflow system, which is basically a "data island" formed by employee data.

当我们对于“人”和“工作”都不了解，连“谁干了什么，干得怎样”都不了解，自然不能够提供有效推动业务的解决方案。

When we don't understand "people" and "work", or even "who did what and how well", we can't provide effective solutions to promote business.

反之，当我们能够了解这一切，配合一些平台的资源注入，就能让人有意愿干（激励），让人有能力干（赋能），自然就能够精准地影响业务。

On the contrary, when we can understand all this and cooperate with the resource injection of some platforms, we can make people willing to do (incentive) and able to do (empowerment), which will naturally affect the business accurately.

在数据平台建立之后，共享服务中心又有两大趋势：

After the establishment of the data platform, there are two trends in the shared service center

一是泛外包。传统的模式中，这个支柱是要被放在企业内部的，但是，互联网将若干程序化的事宜变得异常简单，以SaaS形式出现的互联网产品完全可以满足此类需求。

One is extensive outsourcing. In the traditional mode, this pillar is to be placed inside the enterprise. However, the Internet makes some procedural matters extremely simple. Internet products in the form of SaaS can fully meet such needs.

二是强交付。有的互联网企业，由于人力资源流程极度在线化，共享服务中心还有新的突破。

Second, strong delivery. In some Internet enterprises, due to the extremely online human resource process, there are new breakthroughs in the shared service center.

03

03

业务伙伴走向“多分支”

Business partners move towards "multi branch"

业务伙伴对应“教练式咨询专家”的角色。这个支柱的显著变化是，业务伙伴的队伍会越来越大，分支会越来越多，运作层面会越来越下沉。他们与业务部门并肩作战，甚至在利益上也是共同劣后的。

Business partner should play the role of "coach consultant". The significant change of this pillar is that the team of business partners will be larger and larger, the number of branches will be more and more, and the operation level will be more and more sinking. They fight side by side with the business units, even in terms of interests.

所谓“并肩作战”有两层含义：

The so-called "fighting side by side" has two meanings:

一是指人力资源工作与业务的贴合程度极高。在业务迅速变化的过程中，业务伙伴需要提供“动态解决方案”。这种服务必须足够“绿色插件化”，在不耗费大量组织资源的同时，能够即插即用、迅速见效，交付要求相当高。

First, it refers to the high degree of fit between human resources work and business. In the process of rapid business change, business partners need to provide "dynamic solutions". This kind of service must be "green plug-in", which can be plug and play without consuming a lot of organizational resources, with rapid effect and high delivery requirements.

所以，这一方面不仅要求专家中心和共享服务中心提供平台的基础支持，还要求业务伙伴掌握强大的专业工具，并深度理解业务。

Therefore, on the one hand, it requires not only the expert center and shared service center to provide basic support for the platform, but also business partners to master powerful professional tools and deeply understand the business.

二是指业务伙伴的地位与直线经理相当。阿里巴巴运用中国军队的传统，将业务伙伴命名为“政委”，其中重要的意义就在于明确提示直线经理，政委的地位是与他们相当的。只有政委才能与司令对话，才能充当司令的“教练”和“顾问”

Second, the status of business partners is equivalent to that of line managers. Alibaba uses the tradition of the Chinese military to name its business partners as "political commissars". The important significance is to clearly remind line managers that political commissars are equal to them. Only the political commissar can talk with the commander and act as the commander's "coach" and "adviser"