摘要
时代在飞速发展，一切都在变革,外部市场环境变得越来越复杂，
竞争越来越激烈，对企业的要求也越来越高。因此，企业也在环境中
不断修炼内功，提升产品竞争力、客户满意度、调整和优化内部组织
运营效率，在这样的背景下，很多企业的内部架构随着市场变化也进
行对应的调整，而人力资源部作为企业的重要组成部门，其内部的运
营模式也随着企业架构的变化在不断进行优化调整。特别是近几年，
随着市场竞争力的加剧，公司规模的不断扩大，业务部门对人力资源
部及人力资源工作者的要求已经也不断提高，需要他们更快、更加迅
速、更加专业，不再满足于他们仅提供支持类型的事务工作。在这样
的要求之下，在很多大型集团公司的人力资源部，薪资发放和记录维
护等事务性工作已经采用共享小组形式或者外包形式，这类工作虽然
重要，但对公司未来的成功价值贡献却非常有限；除了传统的人力资
源工作（招聘、薪酬、培训、绩效、员工关系），人力资源从业者们
应更加积极主动地与业务部门互动，成为其业务伙伴，真正帮助其做
管理决策。多年以来，人力资源部与业务部门互动性不够，人力资源
的工作是大多数是被动应付业务部门的要求，看起来很贴近，实际上
思路却南辕北辙。即使人力资源从业者对自身的专业性不断地提升，
但业务部门却认为：所谓人力资源专业人士，最大的消遣之一，便是
坐在自己的象牙塔里，为我们定制需求，并针对这些需求设计各种解
决方案。人力资源从业者们唯有将业务作为工作的新起点，从关注投
入到关注产出，从关注人力资源专业活动变成关注业务的成果和贡
献，人力资源从业者们才能避免自娱自乐

本文以奥的斯机电人力资源业务伙伴的实际运行情况为案例，同
时借鉴两家公司人力资源业务伙伴的运行情况，英特尔----人力资源
伙伴工作变革经验、杭州知名 IT 企业阿里巴巴----在传统人力资源II
模式向人力资源业务伙伴方式进行推广过程。并结合文献查阅、案例
分析的研究方法，以及人力资源业务合作伙伴运行的相关理论，指出
人力资源业务伙伴模式是目前适合大型企业进行人力资源实际操作
的模式，更加贴近业务思路，促进公司的发展

奥的斯机电人力资源业务伙伴在实际运行过程中，存在很多需要
优化改进的问题，人力资源业务合作伙伴对于传统人力资源模块知识
有广泛了解但不够精通，人力资源业务合作伙伴对于核心业务的虽然
理解但不够深入。本文列举了奥的斯机电人力资源业务伙伴具体运行
项目并实际分析，提出优化建议：人力资源业务伙伴需要透彻了解业
务的核心价值体系，随着公司的价值指导方向，运用自身专业知识，
帮助业务部门及时进行调整，将业务语言调整为人力资源语言，挖掘
并总结出业务团队的需求，协助业务部门更快发展。人力资源业务伙
伴不仅仅是业务伙伴，更是业务的一部分，要成为公司盈利的助力，
要以这样的心态和姿态来参与业务，把人才当做资本运营,发展和激
励人才。奥的斯人力资源的运行情况为相关企业的人力资源业务伙伴
进一步的研究和实践提供参考

关键词：奥的斯机电，人力资源业务合作伙伴运行实践，优化建
议
论文类型：应用/专题研究III
Research on improving the Human Resource Business
Partner of Otis Electric
Abstract
Times have changed! Company operation environment is becoming more and more
complex, competitive and regulatory, Company should become more advanced in the
management. Therefore, the Company also constantly improvement internally in the
environment, promote the competitiveness of the products, customer satisfaction,
adjust and optimize the operational efficiency of internal organization. In this context,
a lot of enterprise internal architecture as the market changes and the corresponding
adjustments, human resources as an important sector of the enterprise, its internal
operation mode as the change of enterprise architecture is also optimized adjustment.
Especially in recent years, with the intensification of market competition, the
company scale expands unceasingly, the business sector to the requirement of human
resources and human resources workers have also constantly improve, need them
faster, more quickly, more professional, are no longer satisfied with their only support
type of transaction. Under such a request, in many large-scale group company human
resources, pay and record maintenance have used Shared transactional work team
form or form of outsourcing, this kind of work, though important, but the value
contribution to the success of the company&39;s future is very limited. Except the
traditional human resources work (recruitment, compensation, training, performance,
employee relations), human resources practitioners should be more actively interact
with the business, as their business partner, really help to making management
decisions. Over the years, the human resources department and business department
interactivity is not enough, the work of human resources is mostly passive to deal with
the requirements of the business department, looks very close to, actually thought is
opposite. Even with the professional constantly improve their own human resources
professionals, but business department said: the so-called human resources
professionals, one of the biggest pastime is sitting in his ivory tower, to our custom
requirements, and design a variety of solutions for these requirements. Human
resources practitioners only the business as a new starting point of the work, focus on
output, from human resources professional activities to focus on achievements and
contributions of the business, thus human resources practitioners to avoid amuse
ourselves.
Based on the practical operation of Otis Electric HRBP system as a case, at the same
time, draw lessons from the two companies the operation of the HRBP. Intel - human
resources change partners work experience; Alibaba, Hangzhou famous IT companies,
in the traditional model of human resource to the human resources business partners
way promotion process. And combined with the research method of literature review,IV
case study and related HRBP running theory, points out that the HRBP model is
suitable for large enterprise for human resources actual operation mode, more close to
the business idea, promote the development of the company.
Otis Electric HRBP in the process of actual operation, there are also need to optimize
the problem, HRBP for the traditional human resource module has widely understand
but not proficient in knowledge, HRBP for the understanding of the core business.
This paper enumerates the Otis electromechanical project and the actual analysis of
HRBP, the specific operation, put forward the optimization advice: HRBP need to
thoroughly understand the core value system of the business, as the company&39;s value
guidance, to use their own professional knowledge, help business department timely
adjustment, adjust business language as the language of human resources, mining and
summarizes the demand of the business team, assist the business department, faster
development. HRBP is not only business partners, but also be the part of a corporate
earnings power, with such a mentality and attitude to participate in the business, the
talent as a capital operation, development and incentive talent. The states of Otis
Electric human resource system make the sample of HRBP system, provide a
reference for the further research and practice.
Key words：Otis Electric Company、the application of HRBP system、suggestions for
promotion.
Type of Dissertation：Application/Subject research浙江工业大学硕士学位论文 奥的斯机电人力资源业务伙伴运行优化研究
V
目 录
1 绪论 .. 1
1.1 研究背景 .... 1
1.2 研究目的和意义 .......... 2
1.3 研究方法和内容 .......... 3
2 传统人力资源与人力资源业务伙伴的联系与区别 . 5
2.1 传统人力资源的发展历史和管理理论 .... 5
2.2 新型人力资源业务伙伴的文献和理论 .... 6
2.3 传统人力资源与新型人力资源业务伙伴之间的关系 .... 6
3 人力资源业务伙伴在国内外企业应用中运用的现状 ........... 9
3.1 传统人力资源管理在企业中运行的弊端 .. 9
3.2 新型人力资源业务伙伴在企业中运用的现状 .......... 9
3.3 新型人力资源业务伙伴在国内外企业中运用的实例 ... 11
3.3.1 英特尔人力资源业务伙伴运行的实践.......... 11
3.3.2 阿里巴巴人力资源业务伙伴运行的实践........ 14
4 奥的斯机电人力资源业务伙伴运行的实践 ...... 21
4.1