要确保HR项目与公司的商业需求保持一致，关键在于做好五种需求分析和判定。
合格的项目经理必须三项全能：技术能力、个人能力、业务和领导能力。
培养和提升业务流程管理能力。培养HRBP的变革管理能力，以及增强商业知识。
让项目主管管理项目，
HR部门和从业人员欠缺商业知识和管理变革方面的胜任能力，对于企业业务流程了解较少，欠缺运营管理方面的专业知识，很少具备管理变革的胜任力。
提升HRBP的胜任力，首先要企业从观念上澄清认知，其次是在实践过程中提 炼有效的学习机制、建立合适的组织架构和管理模式。
Asia’s HR leaders are no longer expected to merely execute HR policies, but to be key business allies and strategists, talent development managers as well as culture and change stewards.
The “Top 20 Companies for Leaders” share three basic truths on how to identify, nurture, and reward future leaders of your company. How well do your practices match up against theirs?
HR在执行福利过程中尽量从员工角度出发，力求最大限度满足员工需求，把政策用足，从而更得人心。
Oftentimes companies get so thrown off by long decisions that they lose sight of what’s fundamentally important in business: a consistently healthy bottom line. Implementing a series of small solutions drives the business in the direction of profitability.
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