| 摘要: | 隨著產業的升級與服務意識不斷的抬頭，內部客戶服務的概念也開始引起廣泛的討論。Kates (2006) 提出人力資源事業夥伴模式與問題解決中心模式，其目的乃為了解決長期以來企業行政單位官僚式的作為，並提升服務效率。
A公司於大陸迅速布局，並於各地成立事業單位，在此發展的脈絡之下，公司的人力資源部門，因公司擴張的需要，以地理性結構 (geographic structure) 的組織設計，將原有人資的職能「複製」於新的發展事業單位，而人力資源部門需要同時應對所有的事業單位，在缺乏有效的溝通模式與問題解決機制之下，經常淪為被抱怨的單位。因此本研究乃試圖重構其人力資源部門的內外部溝通模式、解決問題模式，以及建立起立案機制、人資客服代表、專家機制、外包機制等設計，並建構出新的人力資源單位組織運作模式，以作為A公司改善之建議。
本提案預期經過組織轉型後，將統一資訊流路徑、提升解決問題效率，並由原浮動式人力編制改為固定式人力編制後，可降低內部3名人力，亦可為A公司增加更高的淨利潤。經相關可行性分析後，轉型成本及法律風險亦在可控範圍內，故建議A公司可進行該計畫的執行。;With the upgrading of the industry, and the continuous rise of service awareness, the concept of internal customer service has also begun to arouse extensive discussions. New human resources management concepts, such as the business partner model, and the problem-solving center model, have been proposed to solve bureaucratic behaviors of corporate administrative units, to improve service efficiency.
Taiwanese Company A, which established its operations in China, had been expanding rapidly, such that it now operates in many locations across mainland China. Based on traditional line of “replication” thinking, the company’s human resources department were setup in each of the geographically dispersed locations. The central HR function has to work collaboratively with all the business units, and to manage the dispersed HR functions at various sites. In the absence of effective communication and problem-solving mechanisms, it often becomes the target of complains from all directions.
This study attempts to reconstruct the internal and external communication modes, and problem-solving mechanism of the human resources units. The proposal includes centralization of function, and establishment of new Standard Operating Procedures (SOP). Specifically, these incorporate case registration/handling mechanisms, human resource customer service representative, functional experts, outsourcing management, etc.
The proposal would potentially result in unified information flow paths, improved problem-solving efficiency, and transformed from floating manpower to fixed manpower. Feasibility analysis reveals that, economically it can reduce three head counts, resulting in higher net profit margin. In addition, the transformation costs and legal risks are also within controllable range. |
