Is HRBP model suitable for small and medium-sized enterprises? Many companies have no clear positioning for BP. What is the responsibility and function of BP, and we didn't tell the business department what HRBP came here for, which led to our BP becoming an ordinary HR manager/supervisor. The first thing to do is to help the department recruit people, or deal with resignation and find someone to talk to; If the major is a little better, then do the assessment plan of the department, which is basically consistent with the positioning of the original personnel manager of small and medium-sized companies. There is no clear role and responsibility with bp, and bp's role and responsibility are not told to the business department. Some BPs are regarded as free labor by business departments, processing documents, managing materials, and even becoming half administrative staff.

Not only is the company unclear about this position, but BP itself will also lead to role dislocation due to various factors. The role and orientation of HRBP will not be expanded here, and it is described in many places. Here, I will focus on two suggestions for BP:

1, focus on. After clarifying the responsibilities of BP, you need to properly express the rejection of the improper requirements put forward by the business department, and you should focus on the most important things. You can give support, but you can't let the business department feel that this is your full-time job. Maybe you are worried that this will affect the relationship with the business department. I want to say that when you really push forward some human resources projects, when your projects or changes affect the interests of some people, no one will thank you for your usual support and dedication. You need to provide human resources services to the business department, but it should not be all, just as you can't meet all your needs when you go to a five-star hotel. You need to be responsible for your major, you need to have business thinking, and you need to instill correct values in business department leaders and employees. This is a necessary condition for you to win respect and recognition, not by handyman.

2. Avoid too many roles. I see that there are still some excessive roles of HRBP. Some BP likes to talk about business, give opinions or suggestions beyond their own roles, and tell business departments how to do sales and marketing. We need to make it clear that we are not business people and we cannot lead the business. First of all, you are not a frontline worker. You haven't really been involved in business, and it's easy to make an armchair strategist mistake. If you can be a boss or CEO after reading an MBA, aren't all the teachers in business schools bosses? Secondly, even if you have this ability, you are not a business person and can't do some work instead of a business person. You should learn to ask questions and be a coach, so you can't and shouldn't solve specific business problems by yourself.

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