HR的专业幻觉和影响力困局

Core Insights - The article discusses the importance of HR's influence within organizations, emphasizing that without it, HR struggles to implement initiatives effectively [1][2] Group 1: Sources of HR Influence - HR influence often stems from direct involvement of founders or top executives in HR functions, which is a rare scenario [2] - Many HR professionals seek to enhance their influence through expertise, focusing on systems, processes, and professional terminology, but true professionalism requires understanding the context and needs of the organization [2][4] Group 2: Professional Illusions and Influence Dilemmas - HR professionals often fall into the trap of "self-perceived professionalism," relying on personal experiences or benchmark practices without understanding their applicability [4][5] - The article highlights the need for HR to shift from experience-based thinking to a "contribution mindset," focusing on solving real organizational problems rather than repeating past experiences [5][6] Group 3: Strategic Focus in HR Practices - HR should avoid the "big and comprehensive" approach, which can lead to ineffective resource allocation and failure to address core issues [7][8] - A strategic focus is essential, where HR prioritizes actions that align with immediate business needs and available resources [7][8] Group 4: Grounded HR Practices - HR professionals must engage directly with frontline operations to gain insights into real issues, moving away from purely theoretical approaches [9][10] - The article emphasizes the importance of "fieldwork" for HR, advocating for hands-on experience to understand employee challenges and improve solutions [10][11] Group 5: Empowerment Over Control - Effective HR influence is built through collaborative efforts rather than merely assigning tasks, fostering a partnership with business units [12][13] - HR should focus on empowering teams and co-creating solutions, which enhances their professional credibility and influence within the organization [12][13] Conclusion - The article concludes that professional influence is the core competitive advantage for HR, requiring a shift from traditional methods to more adaptive and context-aware practices [14][15]