Research On Optimization Of The Three Pillar Model Of Human Resources Management For Group J

In a new stage of development,the world is experiencing unprecedented changes: with the technological innovations of big data,the Internet of Things,and artificial intelligence,the industrial structure is undergoing drastic changes;the global economic landscape is becoming increasingly diverse and presenting a trend of differentiation and quantitative changes;the international political landscape is undergoing revolutionary changes;and the anti-globalization effects generated by the COVID-19 pandemic are compounding these challenges,resulting in increasingly fierce industry competition and unprecedented challenges.Faced with such a complex and profound external environment,enterprises are facing severe tests and enormous pressure.The successful transformation of human resources into strategic partners of enterprises,the anticipation of layouts in advance,the activation of talent,and the use of the certainty of the talent team to respond to the uncertainty of environmental and business changes are the requirements that the era presents to human resources.This thesis focused on J Group as the research object.Firstly,through literature review,it studied the theoretical basis,application results of excellent enterprises,and the next research trends of the three-pillar model.Secondly,by using questionnaire survey and interview methods,it was found that the business departments in J Group’s human resource management three-pillar model are not highly satisfied with the human resources,and HR is in a passive response stage.There was a situation of grand plans without practical results in human resource planning,manifested in the deviations in HRBP positioning and capability,HRCOE positioning and responsibilities,and HRSSC responsibilities and configurations.It was found that the current three-pillar model cannot achieve the goal of winning competitive advantages for enterprises through early layout and preparation of human resources as originally intended.Furthermore,this study analyzed that the core reason for the above problems is the lack of grasp of strategic business,and the important factor is the lack of guarantee of collaborative mechanisms and insufficient preparation.Finally,in order to achieve the original design intention of the three-pillar model,this study designs optimization plans from three dimensions:organizational optimization of the three-pillar model itself,internal collaboration within each module,and increased strategic connection.Two application scenarios are selected to test the effect of the optimized plan.This study can not only provide reference for J Group to continue implementing the three-pillar model,but also provide reference for the practice of the three-pillar model in the same industry,especially in energy enterprises.