Case: A company has been operating in a single area. Since this year, we have been preparing for multi-city development, and the product system has become complicated. The original organizational structure is primitive and rough, and it is basically divided according to functions such as R&D, product, operation, market, commerce, human resources, finance and administration. The boss found HRD, prepared to adjust the organizational structure of the company, and asked for a plan.

Traditional HR: I will first ask the CEO what he thinks, and find out how he will adjust, plan several business lines, which departments he is divided into, what configuration he needs to make under each business line, and what adjustments he will make to employees. Then according to the boss's ideas, draw a preliminary organizational framework, give a roadmap for adjustment, discuss and pass it at the meeting, and implement it according to the rules. A slightly deeper HRD will communicate the existing organizational structure and personnel status with the heads of various departments, and then write a version of the organizational structure adjustment plan in combination with the boss's ideas. Better will do a general talent inventory, analyze the situation of personnel, and list approximate data to support the idea of structural adjustment. Traditional HR generally ends here, and the role of pure execution is relatively clear.

Business HR: Let's see what business HR will think after receiving this task. Why did the company make this adjustment? Why did the boss propose an adjustment at this time? What stage has the company's business developed to? What are the problems in the past organizational structure? What problems will arise in supporting future business development? What is the boss's dissatisfaction with the existing employees? What are the following business strategies and implementation steps of the company? What impact will the site redrawing have on the existing team? What changes will take place in the pattern of interests? What are the business contacts and processes of the company's existing departments? Where is the necessity and possibility of adjustment? Are there redundant or insufficient personnel? Is the personnel proportion structure reasonable? Are the competency framework and experience framework reasonable? If a quick personnel inventory is conducted, what are the entry points and alternative action plans? How should the whole organizational structure be adjusted?

As mentioned above, we have to ask why for each element, and we can ask more questions about this organizational restructuring.

Comments: I believe everyone can see that one is to know why and the other is to know why. The difference is self-evident. Under these two ideas, the scheme made is definitely different. For the value of the company, the rigor of logic, the sufficiency of arguments and the degree of grounding are even more different.

Second, recruitment.

Case: A real estate company wants to recruit an installation supervisor.

Traditional human resources:

HR: How much do you need?

Minister of Engineering: 1

HR: Who will you report to?

Minister of Engineering: I

HR: How much is the front end?

Minister of Engineering: 3 persons

HR: How much is it?

Minister of Engineering: no more than 10K.

HR: What are the requirements?

Minister of Engineering Department: background of real estate companies above the second line, bachelor degree in unified recruitment, more than 5 years experience in water and electricity installation, and experience in leading a team.

HR: ok

HR thinks there is no problem. I want to say that there is more than 80% chance that you can't recruit the right person.

Business HR: He may ask these questions. What is the current development volume? What problems do you want this supervisor to solve and what do you want him to achieve when he comes? Do water supply and drainage, weak current and strong current have their own emphasis? Does it involve refrigeration, heating and ventilation? What is the upward path of this position in your team? Why not consider non-second-tier real estate companies? 10K's salary and job requirements are obviously out of line with the market situation. Shall we raise our salary a little? Or make the demand more grounded? The education of installation may not be high. Can the undergraduate course be relaxed? How are the three existing installation engineers divided? Where are the bottlenecks and shortcomings? Wait a minute.

Third, wages.

Case: A B-round company has more than 100 employees. Previously, there was only a very rough salary framework, and a large number of cases were handled during the recruitment process, which made the company's salary system more messy. Round B earned a lot of money, one is to benchmark the salary of employees before adjustment, and the other is to expand on a large scale. As before, the salary of each candidate can't keep up with the situation, and it is urgent to establish a complete and orderly salary system. The boss found the human resources department.

Traditional HR: first, communicate with the boss about the total budget of the company's labor costs, then sort out the salary situation of the company's existing personnel, and then find a salary research company in the market to publish an Internet salary report to find out the 30 th, 50 th and 75 th positions of each position. Establish the company's rank and grade, bandwidth grade difference and benchmark market, which correspond to the company's existing personnel and salary one by one, and the promotion should be determined, and the reduction should be reduced. In the introduction of newcomers, it also completely corresponds to the company's salary and rank system.

Business HR: Round B is a good opportunity for the company to adjust the salary system to motivate all employees and improve efficiency. First of all, the concept of this work can completely rise to the strategic level. Because developing companies run fast and often shift gears at high speed, they usually have a lot of debts in management and personnel. Taking this opportunity to make an in-depth inventory of personnel's ability and performance, I believe many problems can be found. In the process of sorting out ranks, grades and salaries, we should fully establish a healthy performance culture, reward the superior and punish the inferior, set an example, eliminate inappropriate personnel, supplement new forces, and complete benign personnel turnover. Re-integrate and evaluate the labor costs of various departments and business systems, and optimize the allocation of resources under the guidance of the company's business strategy. The more you spend, the less you invest.

In the benchmarking of market salary data, we must not trust the salary reports of data companies, and do not conduct mechanical benchmarking. We are an e-commerce company in a sub-sector, and the comprehensive average salary data of intelligent hardware companies that mix from BAT to dozens of people can be referenced. A complete reference can only be carved into a sword. That's just a reference. What's more, the target is the actual salary data of each company in this sub-competition. Whether it can be obtained depends on the usual accumulation and the strength of contacts. In different functional areas, how to benchmark and what kind of salary strategy to adopt will test the understanding of the company's current business. Whether the money should be spent on the cutting edge, whether the operation adopts the 75th percentile or the R&D adopts the following strategy, these are the results of comprehensive judgment, which cannot be separated from your usual insight into the business and market, the grasp of the group mentality and the balance of the game relationship. Without high EQ and IQ, you will either become a scapegoat or a variety of Nuo Nuo. In addition, what is the relationship between salary adjustment and options? Is it possible to exchange them? If yes, what is the mathematical model? Does the company consider partially realizing the C round? (Some companies will realize some options in the process of financing) and so on.

Comments: The online and book salary design methodology is well written, and all versions can be returned to Wan Jian. However, the actual operation needs to be analyzed layer by layer according to the purpose achieved and the problems solved. As a module to test HR skills with performance management, there are many factors to be considered, which are full of changes and risks. If an HR does not have a clear and thorough understanding of the business and a deep grasp of human nature, it is easy to push himself far away.

Fourth, performance, organizational development and training.

In fact, all three modules can be discussed, but a lot has been written before. If you expand it again, I'm afraid it won't exceed 10 thousand words. So I stole a little lazy and wrote these three together.

Traditional HR: In fact, all three modules have ready-made templates and forms. HR professionals can ask business departments to fill in various training requirements, competency frameworks, assessment indicators and data, and then come back in the language of HR.. How is it implemented, what is the effect of implementation, and what is the problem in the middle? HR can also be adjusted at any time according to the role performed, regardless of cause and effect.

Performance is the majority (including the vast majority of HRD contacted by headhunting service), and the understanding of performance focuses on how to set assessment indicators, regardless of whether performance is a tool for strategic realization, so many domestic works are harmful.

Business HR: In the final analysis, these three modules solve the problems of what kind of people the company uses, how to use them well, how to reflect the career development of employees in the company, how to improve personal and organizational efficiency, and how to realize the company strategy. For companies that take people as the core source of productivity (some people say that the core competitiveness of the company is IP, but IP is also created by people from Niu B), the importance of these issues cannot be overemphasized. So to solve these problems effectively, how can HR not understand business? What kind of people the company needs is closely related to the business. You are the business model of 2B, and the operation of 2C is definitely not easy to use. You are a model of O2O, and the product manager of e-commerce may have it. You don't understand business, so how do you judge whether the competency model of a position is reasonable? Companies should make good use of people. If you can't read the business data, how can you know whether the compound growth rate of 20% is appropriate or 50% is appropriate? How to determine the assessment indicators? If you are not sure about the career path of a certain position, how can you know what kind of tutor and training course to equip a software engineer and when it will be effective?

Comments: such as this, it is difficult for traditional HR to give the company a practical answer. Among these modules, business is the most important source of thinking. A deep understanding of the business will increase the operability and applicability of the scheme, make greater contributions to the company's value and make you more valuable in the market.

5. How does 5.HR understand the business?

This problem has been discussed by countless people. Nothing more than communicating with business departments, attending business meetings, thinking about human resources from a business perspective and so on.

Seeing this, many people may think this is a cliche again, or many HR friends will disdainfully say that they have thoroughly understood our business. Then let's test whether you, as HR, really understand the company's business. This exam is divided into three levels: beginner, intermediate and advanced. The difficulty gradually deepens and the pressure gradually increases.

At the same time, these three levels of questions can also be used to attract people to understand business from this way of thinking.

Advanced test of intransitive verb HR business understanding (refer to the article of a great god in Sanmao for the advanced part)

First, the introductory test: understand the business model and talent characteristics.

1. Where is the product positioning of the company? Who is the target customer? What are the attributes of consumers? What are their behavioral characteristics? What kind of consumption habits do they have? What is the core pain point of consumers? How do company products solve these pain points?

2. Do you know the core value of the company's products? For example, what is the main problem of Internet home improvement? What problems does online education mainly solve? Where is the business logic of this product?

3. What is the market capacity of the company's products? High frequency or low frequency? Just need or total demand? How to keep the viscosity between products and consumers? How much is the transaction amount?

4. What competitors does the company have in the market? Who are the direct competitors? Who are the indirect competitors? What is your differentiation advantage compared with them?

5. Deeply understand the attributes of each recruitment position. For example, the difference between UE and UI, commercial products and non-commercial products, C-side products and B-side products, what does an architect do? Data operation, product operation, content operation, user operation, etc.

6. What are the means for the company to acquire users? What have you used in the past? What are you using now? What channels are effective? How high is the cost of expanding customers in each channel?

7.……

Second, the intermediate test: deep management

1. Calculate the change of the company's valuation according to the company's past financing history;

2. The company's business development points, organizational structure changes, and personnel size changes in various development stages, mining laws, and summarizing trends;

3. What are the important business data of the company? What's the trend in the past six months? What do these business data mean? How to interpret it?

4. How should the company make money and whose money should it make? For example, in a typical content and question-and-answer community like Zhihu, where is the core business value, where is the stickiness to users, and what are the ways to realize it? Is it an advertisement? Or build a trading platform through some valuable knowledge and skills questions and answers? If it is an advertisement, how to provide advertisers with accurate delivery strategies by analyzing the behaviors of different users through big data, and how to evaluate the delivery effect; If it is to build a knowledge trading platform, where are the needs of users? What are the charging targets and charging strategies in Zhihu? Wait a minute.

5. How to interpret the early recruitment of key positions in the company from the perspective of business strategy? For example, the clinic of the forensic institute is a cash flow business that provides the main income, but the pathology and medical fault business does not make money, and the team should be formed. What is the logic behind this? What should the talent structure of the appraisal institute be like? What is the talent ratio? This has a deep relationship with your understanding of the company's business model and implementation path.

6. Read the company's financial statements. What's the relationship between three watches? How to treat the changes of various financial data? In this way, what is the guiding significance for human resources work?

7. Familiar with the knowledge of equity incentive, equity and option, exercise price, the relationship between valuation and option, option pool, exit mechanism, relevant legal knowledge, and the difference between VIE and domestic listed option incentive.

8. What is the relationship between organizational structure and business logic?

Third, advanced examination questions

1. What is the valuation logic of each round of financing? What is the relationship between business data and valuation? And what is the current shareholding structure of the company?

2. What is the industrial chain value distribution of the company's industry? What is the value game relationship between groups in the industrial chain? For example, group buying, for catering enterprises, the value of group buying platform is to help them realize the increase of transaction volume and turn new customers attracted by group buying companies into long-term customers. Then the catering enterprises that accept the group purchase service are willing to share this part of the value-added profits with the group purchase company, and the amount of such sharing will certainly not exceed the profit increase brought by using the group purchase service in the long run. If the current attendance rate of a restaurant is 70% and it reaches 90% through group purchase, then the increase of 20% is all the benefits that both sides of the game can enjoy. When the customers attracted by group buying are all price-sensitive groups, they will come with discounts, and they will not come without discounts. Then, after several attempts, the motivation for restaurants to participate in group buying activities for a long time will no longer exist. This is what I have always thought. From a single business, it is almost impossible for group buying companies to form long-term large-scale profits.

3. What is the macro-policy environment of the company's industry? What is the possibility of the evolution of policies conducive to the development of the company? For example, the private car industry has seriously threatened the survival of global taxi companies, which is an important source of interest for many local governments and will definitely be suppressed. From the central point of view, encouraging innovation, encouraging the market and encouraging private enterprises is one of the main ways to form a breakthrough under the new normal of China's economy. Therefore, all parties are entangled and unrestricted, and their real interests are damaged and restricted, which is contrary to the overall economic development trend. So we can see the ups and downs of various policies, various voices emerge one after another, and the pattern of the game is far from certain. However, I am willing to foresee optimistically that market forces such as Didi and Uber will eventually gain enough policy living space.

5. What is the strategic interpretation and game relationship of the company's top team? After the C round, I want to enter a CTO. Obviously, the market price is higher than the company's current executive compensation. So how should the cash part match the equity option? How to deal with the internal imbalance caused by this? What is the strategic significance of this candidate to the company? How does the introduction of important talents consider the evaluation of financial benefits from the cost? And thus provide a relatively quantifiable input-output model for the boss, so as to introduce failed risk management and control.

6. The real financial data of many companies are not transparent to HR, so how to infer the real financial situation of the company according to the daily information fragments, such as personnel expenditure, promotion expenditure, changes in equity, financing rhythm, business strategy changes, etc. From this, we can judge whether the company's possible business development strategy is to reach certain indicators aggressively to complete the next round of financing quickly or to maintain a longer and more stable market position conservatively, whether radical or not. What is the boss's tolerance for cash flow? If the income has already started, what is the possibility of dynamic income and expenditure under different development scenarios?

7. What are the differences in the business points of each round of financing?

8. HR who only spends money can hardly gain the trust of the boss. High-level HR will clearly analyze the relationship between spending money and making money for the boss. I call it: let human resources work from cost report to income statement.

9. Finally, and most importantly, that is the killer of high-level HR: upward management. It is necessary to know the boss's decision-making situation at any time and understand the game relationship between the company's core executives. For example, the boss's idea of facing shareholders, the market competition situation, the boss's core appeal for starting a business, the living environment, the pattern, the company's financial situation and so on. Knowing this, you can know the context of the boss's decision-making, and he is concerned about those key issues. Then how should your human resources department respond to these needs, the focus of each work will be more targeted, and you will know how to influence your boss, and then truly combine human resources work with company strategy to maximize value.