Research On Job Burnout Of Human Resource Practitioners Under The Three Pillar Management Model

Nowadays,more and more enterprises adopt the three-pillar model of human resource management.The adoption of this mode requires higher professionalism of the human resource team,and the enterprise is under great pressure to survive.HR works are more likely to become confused and exhausted under high pressure,which lead to exhaustion problem.The causes,performance and impact of job burnout in different pillars of HR teams are different.When job burnout occurs,HR COE teams are easily to lose direction in work,which leads to delayed work delivery,reduced work quality and brain drain.Due to the poor business situation,HRBP teams are prone to negativity,lack of progress,resulting in adverse demonstration effects and damage to the credibility of the HR team.Because of the high work intensity,low salary level,narrow development path,HRSSC teams often feel lack of a sense of career achievement,which leads to job burnout.It presents emotional exhaustion,service level decline,and operational errors.Through in-depth observation and interview of human resource workers under the three-pillar model,combined with industry practice,this paper uses scientific tools to create a combination of methods from seven aspects,including recruitment and selection,salary design,cultural construction,training and learning,assessment and incentive,and differentiates the toolkits required by each pillar.For instance,designing an honor system,planning the growth path planning of experts and so on for the HRCOE team.Strengthen the connection between HRBP and business,design corresponding incline in terms of assessment mechanism,construct dual channels of career development and other means.Ascension HRSSC team work sense of worth,adjust salary mode,emphasize the way such as instant material incentive and expanding functions of boundary.The combined solution can effectively avoid the problem that the single solution strategy is easy to fail after long-term repeated use,and help enterprises build organizational capabilities to adapt to the VUCA era.Targeted and differentiated solutions can also be applied to other similar functional lines to solve the problems of job burnout.