戴維尤裡奇HRBP的經典四個角色是怎麼說的，中英文給大家整理分享。
出品：HR實名俱樂部編輯部
主編：陳祖鑫(裙子)
作者：戴維尤裡奇
Becoming a Partner in Strategy Execution.
角色一：成為戰略執行的夥伴
I’m not going to argue that HR should makestrategy. Strategy is the responsibility of a company’s executive team—of whichHR is a member. To be full-fledged strategic partners with senior management,however, HR executives should impel and guide serious discussion of how thecompany should be organized to carry out its strategy. Creating the conditionsfor this discussion involves four steps.
我並不認為人力資源部應該制定戰略。制定戰略是公司高層管理團隊的責任。而人力資源主管只是這個團隊的一員。然而，要想成為高管層的合格戰略夥伴，人力資源主管應該推動和引導一些認真的討論，大家共同研究公司應該採取什麼樣的組織形式來執行戰略。要為這種討論創造條件可採取以下4個步驟。
First, HR should be held responsible fordefining an organizational architecture. In other words, it should identify theunderlying model of the company’s way of doing business. Severalwell-established frameworks can be used in this process. Jay Galbraith’s starmodel, for example, identifies five essential organizational components:strategy, structure, rewards, processes, and people. The well-known 7-Sframework created by McKinsey & Company distinguishes seven components in acompany’s architecture: strategy, structure, systems, staff, style, skills, andshared values.
首先，人力資源部應負責制定企業的組織架構。
換句話，它應該確定企業的基本運作模式。在這個過程中，有好幾個成熟的框架都可以採用。例如傑伊•加爾布雷思（Jay Galbraith）的星形模型，它定義了5個關鍵的組織要素：戰略、結構、獎勵、流程以及人。麥肯錫公司（Mckinsey & Company）著名的7S框架則列出了公司架構的7個要素：戰略（strategy）、結構（structure）、制度（systems）、員工（staff）、風格（style）、技能（skills）和共同的價值觀（shared values）。
It’s relatively unimportant which frameworkthe HR staff uses to define the company’s architecture, as long as it’s robust.What matters more is that an architecture be articulated explicitly. Withoutsuch clarity, managers can become myopic about how the company runs—and thusabout what drives strategy implementation and what stands in its way. Theymight think only of structure as the driving force behind actions anddecisions, and neglect systems or skills. Or they might understand the companyprimarily in terms of its values and pay inadequate attention to the influenceof systems on how work—that is, strategy execution—actually gets accomplished.
只要合理，人力資源部採用何種框架來定義公司架構相對來說並不重要，重要的是企業必須清楚地闡明自己的架構。如果缺乏這種明確性，經理們就可能無法看透公司的動作方式，從而也不能深刻地認識到哪些因素有助於推動戰略的執行，哪些因素會起阻礙作用。他們可能會忽視制度和技能，而認為組織結構是行動與決策的唯一推動力。他們也可能主要從價值觀的角度去理解公司，而忽視了制度對工作完成的方式――也就是戰略執行的方式――的影響。
Senior management should ask HR to play therole of an architect called into an already-constructed building to draw up itsplans. The architect makes measurements; calculates dimensions; notes windows,doors, and staircases; and examines the plumbing and heating infrastructures.The result is a comprehensive set of blueprints that contains all thebuilding’s parts and shows how they work together.
高級管理層應該要求人力資源部扮演一個建築師的角色，其任務是進入一幢已經建好的樓房，畫出它的平面圖。這位建築師要進行測量、計算面積、標明門窗和樓梯，並檢查管道與供暖設備。最後他會提交一份全面而詳細的建築結構圖，其中包含了這幢建築的所有部分，並顯示它們是如何搭配組合、共同發揮作用的。
Next, HR must be accountable for conductingan organizational audit. Blueprints can illuminate the places in a house thatrequire immediate improvement; organizational-architecture plans can besimilarly useful. They are critical in helping managers identify whichcomponents of the company must change in order to facilitate strategyexecution. Again, HR’s role is to shepherd the dialogue about the company’sblueprints.
其次，人力資源部必須承擔組織審查（organizational audit）的職責。
建築結構圖可顯示一幢樓房內需要立刻改進的地方；組織架構圖也有類似的用途。它們可幫助經理們確定公司哪些地方需要改變，以促進戰略的執行。正如上面所提到過的，人力資源部的職責就是引導大家就公司的組織架構進行對話。
Consider a company in which HR defined theorganization’s architecture in terms of its culture, competencies, rewards,governance, work processes, and leadership. The HR staff was able to use thatmodel to guide management through a rigorous discussion of 「fit」—did thecompany’s culture fit its strategic goals, did its competencies, and so forth.When the answer was no, HR was able to guide a discussion of how to obtain ordevelop what was missing. (For an example of the questions asked in thisdiscussion, see the chart 「From Architecture to Audit.」)
假定一家公司的人力資源部從文化、能力、薪酬、治理、工作流程和領導力這幾個方面來定義組織架構，人力資源部的員工就可以用這一模型來引導管理層展開關於「匹配」（fit）問題的熱烈討論：公司的文化與戰備目標相匹配嗎？諸如此類。假如是否定的，那麼人力資源部就應該帶領大家討論如何來彌補缺陷。（參見副欄「從架構到審查」）
From Architecture to Audit After HR hasdetermined the company’s underlying architecture, it can use a framework likethe one below to guide the organization through the discussion and debate ofthe audit process.
從公司架構到組織審查，人力資源已經決定了公司基本的組織架構，他可以運用諸如下述的模型引導公司進行關於審查流程的討論。
The third role for HR as a strategicpartner is to identify methods for renovating the parts of the organizationalarchitecture that need it. In other words, HR managers should be assigned totake the lead in proposing, creating, and debating best practices in culturechange programs, for example, or in appraisal and reward systems. Similarly, ifstrategy implementation requires, say, a team-based organizational structure,HR would be responsible for bringing state-of-the-art approaches for creatingthis structure to senior management’s attention.
第三，人力資源部要為組織架構亟需變革之處提供方法。
換句話說，人力資源經理的任務是帶領大家提議、創造和議論一些最佳實踐，比如文化變革項目或者評估與獎勵體系中的最佳實踐。同樣，倘若戰略的執行要求公司採取一種基於團隊的組織結構，那麼人力資源部就必須承擔起責任，為高管層找出創造這種組織結構的最佳途徑。
Fourth and finally, HR must take stock ofits own work and set clear priorities. At any given moment, the HR staff mighthave a dozen initiatives in its sights, such as pay-for-performance, globalteam-work, and action-learning development experiences. But to be truly tied tobusiness outcomes, HR needs to join forces with operating managers tosystematically assess the impact and importance of each one of theseinitiatives. Which ones are really aligned with strategy implementation? Whichones should receive attention immediately, and which can wait? Which ones, inshort, are truly linked to business results?
第四，人力資源部必須把自己手頭的各項工作都清楚地列出來，按照輕重緩急排定次序。
在任何時候，人力資源部或許都有一大堆事情等待處理，比如要實行績效工資，跨國團隊合作，或者「邊幹邊學」的員工發展項目。但要想同經營業績真正聯繫起來，人力資源部就需要與各部門的經理共同合作，一起對每項任務的重要性和影響力進行系統性的評估。哪些任務是執行戰略所必需的？哪些任務刻不容緩，而哪些可以暫擱一旁？簡而言之，哪些是經營業績真正密切相關的？
Because becoming a strategic partner meansan entirely new role for HR, it may have to acquire new skills andcapabilities. Its staff may need more education in order to perform the kind ofin-depth analysis an organizational audit involves, for example. Ultimately,such new knowledge will allow HR to add value to the executive team withconfidence. In time, the concept of HR as a strategic partner will makebusiness sense.
對人力資源部而言，成為戰略夥伴是一個全新的角色，因此它可能需要具備新的能力和技巧。例如，人力資源部員工可能需要更多培訓，才能在組織審查工作中做出深入的分析。最終，這些新知識將幫助人力資源部滿懷信心地為管理層創造更多價值。而在不遠的將來，把人力資源部當做戰略夥伴的這一新理念必然會帶來實際的商業利益。
Becoming an Administrative Expert.
角色二：成為行政專家
For decades, HR professionals have beentagged as administrators. In their new role as administrative experts, however,they will need to shed their traditional image of rule-making policy police,while still making sure that all the required routine work in companies is donewell. In order to move from their old role as administrators into their newrole, HR staff will have to improve the efficiency of both their own functionand the entire organization.
多年來，人力資源部的職員總是被看做行政人員。然而，作為行政專家（administrative expert）這個新角色，他們需要擺脫傳統意義上制定規則和維護制度的警察形象，同時又要確保公司的各項日常工作都順利進行。為了從「行政人員」變身為「行政專家」，人力資源部必須提高它們自身和整個組織的工作效率。
Within the HR function are dozens ofprocesses that can be done better, faster, and cheaper. Finding and fixingthose processes is part of the work of the new HR. Some companies have alreadyembraced these tasks, and the results are impressive. One company has created afully automated and flexible benefits program that employees can manage withoutpaperwork; another has used technology to screen résumés and reduce the cycletime for hiring new candidates; and a third has created an electronic bulletinboard that allows employees to communicate with senior executives. In all threecases, the quality of HR work improved and costs were lowered, generally byremoving steps or leveraging technology.
在人力資源裡，有很多流程可以更好、更快、更省錢地完成。擔當起新角色的人力資源部，它的工作之一就是發現並改進這些流程。一部分企業已經承擔起這些任務並收到了喜人的效果。例如，有一家公司設計了一套全自動的、靈活的福利管理系統，從而省卻了員工的文書工作；另一家公司通過新的技術手段篩選簡歷，縮短了人員招聘的周期；還有一家公司則設立了電子公告牌，員工通過它可以和高管直接交流。在所有這三個案例中，人力資源部通過精簡流程和採用新技術，既提高了工作質量又降低了工作成本。
But decreased costs aren’t the only benefitof HR’s becoming the organization’s administrative expert. Improving efficiencywill build HR’s credibility, which, in turn, will open the door for it tobecome a partner in executing strategy. Consider the case of a CEO who held avery low opinion of the company’s HR staff after they sent a letter to a jobcandidate offering a salary figure with the decimal point in the wrong place.(The candidate called the CEO and joked that she didn’t realize the job wouldmake her a millionaire.) It was only after the HR staff proved they couldstreamline the organization’s systems and procedures and deliver flawlessadministrative service that the CEO finally felt comfortable giving HR a seatat the strategy table.
然而，成本的降低並非人力資源部變為行政專家的唯一好處。效率的提高增加了人力資源部的聲譽，從而又為人力資源部成為戰略執行夥伴打開了一扇門。看看下面這個案例：一位CEO對人力資源部的評價很低，因為後者在給一位應聘者的聘用信中將薪資數目的小數點印錯地方，那位應聘者給CEO打電話並開玩笑說她沒料到這份工作將使自己成為百萬富翁。CEO對此頗為惱火，直到後來人力資源部以行動證明了它們能夠使組織系統和流程合理化，並且能夠提供準確無誤的行政服務，CEO才同意給人力資源部在戰略會議上留下一個席位。
HR executives can also prove their value asadministrative experts by rethinking how work is done throughout theorganization. For example, they can design and implement a system that allowsdepartments to share administrative services. At Amoco, for instance, HR helpedcreate a shared-service organization that encompassed 14 business units. HR canalso create centers of expertise that gather, coordinate, and disseminate vitalinformation about market trends, for instance, or organizational processes.Such groups can act as internal consultants, not only saving the company moneybut also improving its competitive situation.
人力資源主管證明自己作為行政專家的價值還有另一條途徑——對整個組織中的工作方式進行重新思考。例如，他們可以設計和實施一套系統，讓所有部門都能共享行政服務。比如，在阿莫科公司（Amoco），人力資源部幫助建立了一個可以讓14個事業部共享服務的機構。人力資源部還可以建立「專業知識中心」（center of expertise），收集、協調和傳播各種重要信息，如市場新趨勢或組織流程之類的信息。這些機構就如內部的諮詢顧問，不但節約了成本而且提高了公司的競爭地位。
Becoming an Employee Champion.
Work today is more demanding thanever—employees are continually being asked to do more with less. And ascompanies withdraw the old employment contract, which was based on security andpredictable promotions, and replace it with faint promises of trust, employeesrespond in kind. Their relationship with the organization becomestransactional. They give their time but not much more.
角色三：成為員工後盾
如今的工作比以往任何時候要求都要高。公司總是要求員工以更少的資源做更多的事情。傳統的僱傭合同通常會以工作保障和升職計劃的內容為主。但隨著公司逐漸放棄舊式合同，取而代之以對信任的蒼白承諾，員工對公司也就同樣報以不信任的態度了。僱員與企業的關係變得更像一種交易。他們付出的只是時間，除此之外別無其他。
That kind of curtailed contribution is arecipe for organizational failure. Companies cannot thrive unless theiremployees are engaged fully. Engaged employees—that is, employees who believethey are valued—share ideas, work harder than the necessary minimum, and relatebetter to customers, to name just three benefits.
員工的貢獻受到抑制就是導致企業失敗的病因。除非員工完全投入，否則企業無法發展壯大。對於具有投入精神的員工——或者說，相信自己得到重視的員工——他們會分享自己的想法，會要工作上超額付出，更加會跟客戶搞好關係，這些僅僅是隨意列出的三個好處。
In their new role, HR professionals must beheld accountable for ensuring that employees are engaged—that they feelcommitted to the organization and contribute fully. In the past, HR sought thatcommitment by attending to the social needs of employees—picnics, parties,United Way campaigns, and so on. While those activities must still beorganized, HR’s new agenda supersedes them. HR must now take responsibility fororienting and training line management about the importance of high employeemorale and how to achieve it. In addition, the new HR should be the employees』voice in management discussions; offer employees opportunities for personal andprofessional growth; and provide resources that help employees meet the demandsput on them.
在HR的新角色中，HR必須肩負起確保員工積極投入工作的責任——也就是員工認為要為公司多做貢獻。在過去，HR通過契合員工的社交需求來挖掘這樣的投入——野餐、聚會，聯合陣營等等。必須還得組織這些活動，HR的新日程取代了他們。HR現在必須肩負指導訓練部門經理關於士氣高昂的重要性及如何取得的責任。另外，新定義的HR應該在管理決策中代表員工的聲音。提供員工個人成長和職業成長的機會，提供員工能夠完成任務的資源。
HR must now train line management inmethods of achieving high employee morale.
Orienting and training line managementabout how to achieve high employee morale can be accomplished using severaltools, such as workshops, written reports, and employee surveys. Such tools canhelp managers understand the sources of low morale within the organization—notjust specifically, but conceptually. For instance, HR might inform the linethat 82% of employees feel demoralized because of a recent downsizing. That’suseful. But more than that, HR should be responsible for educating the lineabout the causes of low employee morale. For instance, it is generally agreedby organizational behavior experts that employee morale decreases when peoplebelieve the demands put upon them exceed the resources available to meet thosedemands. Morale also drops when goals are unclear, priorities are unfocused, orperformance measurement is ambiguous. HR serves an important role in holding amirror in front of senior executives.
在新角色中，人力資源部有責任確保員工對公司的積極投入——讓他們對組織有種難以割捨的情結，願意為之貢獻全部力量。過去，人力資源部通過滿足員工的社交需求來製造這種情結，例如組織野餐、聚會、聯合募捐活動等等。當然，這些活動還得繼續組織，但是人力資源部的新綱領意味著它有更多的活動要組織。現在，人力資源部必須負責培訓和指導直線經理，使他們明白保持員工的高昂士氣多麼重要，以及如何做到這一點。此外，人力資源部應該在管理層會議上成為員工的代言人，向員工提供個人與職業發展機會，並提供各種資源以幫助員工達到公司對他們的要求。
HR can play a critical role in recommendingways to ameliorate morale problems. Recommendations can be as simple as urgingthe hiring of additional support staff or as complex as suggesting thatreengineering be considered for certain tasks. The new role for HR might alsoinvolve suggesting that more teams be used on some projects or that employeesbe given more control over their own work schedules. It may mean suggestingthat line executives pay attention to the possibility that some employees arebeing asked to do boring or repetitive work. HR at Baxter Healthcare, forexample, identified boring work as a problem and then helped to solve it byredesigning work processes to connect employees more directly with customers.
在提供建議改善員工士氣方面，人力資源部能發揮關鍵作用。這些建議可能非常簡單，例如要求僱傭更多支持人員；也可能非常複雜，例如建議對某些項目進行流程再造等。人力資源部的新角色可能意味著它會提出更多的建議，比如建議對某些項目更多地採取團隊形式，或者建議讓員工對自己的工作計劃擁有更多的控制權。這些建議意味著人力資源部在提醒直線經理：要注意有些員工可能在從事枯燥的、重複性工作。譬如百特醫療用品有限公司（Baxter Healthcare）的人力資源部就認識到枯燥的工作是個問題，並為此重新設計工作流程，使員工同客戶的聯繫更加直接，從而幫助解決了這一問題。
Along with educating operating managersabout morale, HR staff must also be an advocate for employees—they mustrepresent the employees to management and be their voice in managementdiscussions. Employees should have confidence that when decisions are made thataffect them (such as a plant closing), HR’s involvement in the decision-makingprocess clearly represents employees』 views and supports their rights. Suchadvocacy cannot be invisible. Employees must know that HR is their voice beforethey will communicate their opinions to HR managers.
在教育各部門經理要關注員工士氣的同時，人力資源部還要充當員工的代言人——管理層面前它們必須要代表員工利益，在管理層討論中它們必須替員工說話。當公司做出關係員工的決策時（例如關閉一家工廠），員工應當對人力資源部有充分的信心，相信後者充分參與了決策過程，明確反映了員工意見，並完全支持員工權益。類似這樣的支持不能是隱形的，而必須是公開的。員工在和人力資源經理溝通意見之前，就必須知道人力資源部是自已的喉舌。
Becoming a Change Agent.
角色四：成為變革推動者
To adapt a phrase, Change happens. And thepace of change today, because of globalization, technological innovation, andinformation access, is both dizzying and dazzling. That said, the primarydifference between winners and losers in business will be the ability torespond to the pace of change. Winners will be able to adapt, learn, and actquickly. Losers will spend time trying to control and master change.
借用一句話，變化無所不在。由於全球化、技術創新和信息的自由流動，如今的變化速度更加讓人頭暈目眩。商界中贏家與輸家的區別就在於他們能否跟上這種變化速度。勝者能夠很快地自我調整、加緊學習並迅速採取行動，而敗者卻試圖掌控變化，結果浪費了寶貴的時間。
The new HR has as its fourth responsibilitythe job of building the organization’s capacity to embrace and capitalize onchange. It will make sure that change initiatives that are focused on creatinghigh-performing teams, reducing cycle time for innovation, or implementing newtechnology are defined, developed, and delivered in a timely way. The new HRcan also make sure that broad vision statements (such as, We will be the globalleader in our markets) get transformed into specific behaviors by helpingemployees figure out what work they can stop, start, and keep doing to make thevision real. At Hewlett-Packard, HR has helped make sure that the company’svalue of treating employees with trust, dignity, and respect translates intopractices that, for example, give employees more control over when and wherethey work.
正如前文所述，新的人力資源部的第四職責就是幫助組織形成應對變革和利用變革的能力。變革項目可能包括建立高效能的團隊，縮短創新周期，或者應用新技術，人力資源部要確保這些項目及時得到界定、開發和實施。新的人力資源部還要確保公司的願景宣言（比如，我們要成為我們這一行的全球領先者）能夠轉化為具體行動，它必須幫助員工搞清楚，為了實現長遠目標，他們可以停止、開始，或繼續從事哪些工作。在惠普公司（Hewlett-Packard），人力資源部確保了公司的價值觀——信任員工、尊重員工——轉化為具體實踐，比如讓員工更靈活地控制自己的工作時間和工作地點。
編後語：這四個角色怎麼來的呢，源自尤裡奇與託馬斯斯圖沃特於1996-1998年那一場著名的論戰。尤裡奇寫下這篇《A new mandate for human resources》文章作為回應。
人力資源部該不該取消？近年來，一些商業研究人員以及企業高管們常常就此問題展開爭論。人們開始懷疑人力資源部對公司業績的貢獻。這種懷疑相當普遍，而且有根有據。
儘管我本人還挺喜歡做人力資源的人（作為研究員、教授和諮詢顧問，我在該領域已經幹了20年），但必須承認，人力資源部受到各方的質疑確實事出有因。很多情況下，它都是無能為力、無所作為、不見成效的，可開支卻不菲。
一言以蔽之，它損害公司的價值。這便是人力資源部如今在許多企業內的寫照。事實上，假如人力資源部門仍然維持這種狀況，我會響亮地回答上面的問題：「同意，把它撤銷！」
延伸閱讀：乾貨：是時候，拆掉人力資源部了！
人力資源部可從以下4個方面幫助公司實現卓越的組織能力：
•首先，人力資源部應該成為高層經理和直線經理在戰略執行過程中的合作夥伴，協助他們根據市場情況制訂計劃，而不是在會議室裡閉門造車。
•其次，它應該成為任務組織和任務實施方面的專家，通過提供高效的行政支持，在保證質量的前提下儘可能降低成本。
•再次，它應該成為員工的堅強後盾，積極向高管層反映員工的顧慮和擔憂，同時努力促進員工對公司多做貢獻――即提高員工對公司的投入度和創造價值的能力。
•最後，人力資源部應該成為持續變革的推動者，通過流程重組和文化再造來增強公司的變革能力。
延伸閱讀：乾貨：是時候，拆掉人力資源部了！
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這裡只分享原創型乾貨，只組織讓粉絲尖叫的活動！