I thought that Youzan canceled HRBP, and according to the previous script, everyone would focus on complaining about Youzan's "disguised layoffs".
As a result, the major comment areas are overwhelmingly scolding HRBP, including the comment area of our article yesterday, and there are still a large number of people "denouncing HRBP", which is called "reflecting on the lack of HRBP", to put it mildly.
Let's take a look at a few typical comments.
The first long comment, mainly criticizing HRBP's "lack of innovation and Handan toddler", the Guangdong partner believes that the problems faced by domestic HRBP are: 1. Change the soup but not the medicine, just change the name, the 2.HR ability is not good, the lack of internal coe and ssc support, 3. The business partners do not agree and distrust.
The second group of comments mainly criticized HRBP for being "mispositioned" in the enterprise, not only to be a consultant, but also to take care of traditional affairs, and some business teams, forcing BP into a subordinate relationship.
The third group of comments, mainly criticizing foreign companies for HRBP is also "flashy", Unilever HR appeared to confirm that in 2000, foreign companies successively implemented HRBP, however, the HRBP model could not save the company after 20 years.
In the fourth comment, the partner from Jiangsu believes that both the business staff and HRBP are "talking their own things", and the business staff feels that BP is useless, and BP is full of self-emotion.
Why is everyone scolding HRBP?
In addition to HRBP's own "insufficient capabilities" and the company's "unclear positioning" of BP, is it possible that there are some bugs in the HRBP model itself?
Since HRBP is a foreign product, let's see how foreign netizens and experts scold HRBP.
1. Is HRBP the emperor's new clothes?
2013年，有一篇文章《The Emperor Ulrich’s new clothes: re-evaluating the role of HR Business Partners》。
It means that the HRBP model is an emperor's new clothes, and the scolding is quite ruthless.
The author, Roger Edwards, SVP of a consulting firm, believes that there are six problems with the HRBP model:
(1) HRBP lacks attention to business needs.
HRBPs need to demonstrate that they understand business strategy and can develop a clear and consistent HR strategy and plan.
(2) HRBP fails to meet the basic services.
HRBPs are always interested in researching new "management fads" (e.g., employee engagement, organizational agility, etc.) rather than upgrading basic services (manager support, etc.) to meet delivery requirements.
and (3) lack of stakeholder engagement in HRBP.
Most HRBPs don't get along well with business teams that are so focused and busy dealing with their own crises and priorities that they don't know how to collide with HRBP even if they have a good idea.
(4) HRBP underestimates time and resources.
Even if management's attitude is positive towards HRBP, when HRBP fails to meet expectations, this can quickly increase distrust and subsequent cynicism.
(5) HRBP lacks integrated processes and systems.
Some HR strategies and internal processes are perfectly designed to be a dead knot that pits each other.
(6) HRBP lacks clear measures and responsibilities.
Line managers have three criticisms of HRBP: first, the lack of accountability of HRBP itself, and second, the failure to effectively involve managers in the HR process; Three failed to establish any type of measure of success and, as a result, the HRBP goals were never met.
2. Is HRBP a trap?
2016年，英国著名HR媒体HRmagazine刊载一篇《Is the Ulrich model still valid？》，作者是该网站的编辑Jenny Rope。
For the HRBP model, Jenny Rope's core points expressed in the article are:
(1) HRBP has become a new trap
The authors quote a business executive as saying, "It's easy for HRBP to get bogged down in day-to-day work, where they often focus on the more short-term needs of the organization to the point of ignoring or overpowering the overall business needs of strategic change." ”
(2) HRBP is moving towards extreme standardization
Citing a paper by Professor John Boudreau of the University of Southern California, the authors say, "HRBP is providing fixed services to business units in a standardized way, lacking flexibility. ”
(3) HRBP has raised everyone's expectations
The author quotes Sand Brook, a company executive, as saying, "The biggest failure of the HRBP model is the assumption that HR can magically become a truly strategic, advisory business partner overnight."
"I talk to a lot of people, and frankly, they're not BPs yet, and even though they have new job titles and decent salaries, when I start talking to them about strategic HR, what they're talking about, is not what I care about at all," says Sand brook. ”
(4) HRBP is losing its initiative
In the comment area of the article, a netizen Sarah Packman said:
"How did the initiative of HRBP die? To a large extent, it's because companies hire the wrong people to do HRBP...... These people have low dominance, low influence, high stability, high compliance, and a fixed mindset. These people want to sit in the same place every day, doing things methodically, repetitively and routinely. ”
(5) HRBP will eventually become a thing of the past
Many people ask, "Will HRBP just be a passing guest in the history of human resource development?" ”
The author quotes Will Peachey, a group executive, as saying, "The future of the enterprise ecosystem will make the current HR model obsolete, like Uber, which actually doesn't hire employees, and all the beautiful HR models you used to have before will start to disappear." ”
The netizens in the comment area of this article are also very talented, let's take a look at the comments of foreign netizens:
1) Critical voices – HRBP makes HR more fragmented
Mark Lascola says:
“It's never been a valid design as it severely fragments and sub-optimizes the HR Function as a whole.”
"The HRBP model has never been an effective design, and it severely fragments and decentralizes the HR function."
2) Pessimistic voices – HRBP will eventually be absorbed by the business
Gareth Williams说:
"My longer-term view is that HR will eventually be absorbed by technology and business managers, but there is still some way to go, and HRBP will also be replaced by the person in charge of business operations, and the COE may be the last remnant."
"As a witness, I'm happy to leave the industry in the next 5-10 years because I don't want to."
3) Supporting voices – HRBP should be tailored to local conditions
Marco van说:
"It's important to remember that any 'model' or 'tool' is just a theory and will become useless unless you combine the scenarios given by the model to match a specific purpose, and large enterprises can build a department around such a model, but in small businesses, the possibilities are much smaller."
4) Constructive Voices – HRBP Gains Respect Sink Down
Mike Tucker说：
"The respect that HRBP wants at the table is earned through a keen sense of engagement and self-confidence – unfortunately, for some HRBPs, a lack of real-world business experience and understanding can undermine the respect that line management has for them."
"The best HRBP I know is one who gets down to the business quickly and is able to identify and propose appropriate interventions to address business challenges, and it is able to challenge others while respecting others."
3. Yuric's response to HRBP's criticism
It should be noted that the time when the first two articles criticized HRBP was from 2013 to 2016.
In response to the "uselessness" of HRBP, as the proposer of HRBP, David Juric later wrote an article in response:
(1) HRBP's pot is not mine
"I didn't create it (HRBP), I observed, studied and wrote about it," Yuric said. ”
Strictly speaking, Ulrich did only put forward the concept of HRBP at the beginning, and the extended content of different versions of HRBP and the three-pillar system was improved with the help of other scholars and corporate practices.
Moreover, many people misunderstand Ulrich and mistakenly think that HRBP shoulders all the tasks of "HR transformation", but in fact, the main responsibility for the success of HR transformation lies with line managers and business managers, including COE and SSC.
(2) HRBP is not a solution
"Most of the problem with HRBP is that people often see its theory as a 'solution' and assume that once HRBP is implemented, it will automatically provide a great HR solution." ”
As with anything, reality is subtle, and as with anything, it's often not about what you do, but how you do it, or rather how you do it smartly, Yuric explains.
In other words, don't think that the company sets up HRBP and embarks on a "happy life" from now on, this can only be a fairy tale.
(3) Prerequisites for the implementation of HRBP
In fact, no two HR business models should look the same, Yuric also said, and the first thing is to ensure that the HR organization matches the strategy and structure of the business.
Ulrich emphasized that the HRBP model cannot match all business situations, and the HR department must adapt to the needs of the business.
Yuric also explained, "A lot of people saw our HR work (model) in the 90s of the 20th century and wondered why it didn't work in 2016. The idea is that in the last 20 years, there have been significant developments in the 6 books and 50 articles that I have published. ”
What kind of enterprise is the HRBP model suitable for? You can refer to the article Three Characteristics of HRBP Landing Enterprises