【CXO观点】原美的CHO首席人力资源官黄宝华：HR菜鸟如何进阶成为CHO

一、HR专业化程度划分

在HR专业化的程度上，根据HR水平的高低，可以划分为五个层次：

第5层次的HR是层次最低的，体现在满口讲一堆HR名词，经常把人搞晕；

第4层次的HR不仅仅知道HR名词，还能讲出一大堆理论来，听起来是那么回事；

第3层次的HR已经有了一些时间经历，积累了自己的实践案例，对一个模块什么时间做，怎么做成功有见解；

第2层次的HR能够了解部门需求，能设计方案并落实，这具备一定的难度，如果能够做到，就说明HR在职业发展当中已经到了高峰期；

第1层次的HR也就是最高的层次，已经可以忘掉HR，用最简单的方法解决难题。

二、HR职业发展的三种状态

HR职业发展的三种状态分别是菜鸟级HR、大鸟级HR、老鸟级HR。01

（1）菜鸟级HR

菜鸟级的HR具备三种特征：能执行好HR的流程，并且能够让上司感觉执行到位，以及在这个阶段少出差错就是价值的体现。

（二）大鸟级HR

大鸟级HR的特征首先要完成公司各项HR任务，这需要HR具有一定的经验和能力；而且要让业务部门以及业务领导意识到HR工作的重要性，通过工作的完成结果获得他人对HR工作的认可；第三个特征是要通过工作得到部门对HR工作的支持，得到部门领导的认可，树立部门的权威。

（三）老鸟级HR

老鸟级HR的定义并不是说做HR的时间长，而是水平能达到老鸟级的标准。首先老鸟级的HR要有能力让老板充分认可HR，看到HR带来的价值，比如能够处理好员工关系、调动员工积极性为企业创造更多价值；另外，老鸟级HR也要让员工觉得HR是其职业发展的贵人。这两点代表着整个企业和所有员工都能认识到HR的价值，做到这些的才是老鸟级HR。

三、从HR到CHO

我做HR已经有超过二十年的时间，从HR最终做到了CHO，接下来我将从HR工作的不同阶段分享我的心路历程，谈谈不同阶段应该注意什么。

第一阶段：HRS阶段

首先，在1992年，我就来到美的做HRS。当时做了很多打杂式的工作，各种人事事务都做，和业务部门有很多接触，服务于业务部门。当时我国的著名管理专家彭剑锋老师编著了系列“HR白皮书”，堪称人力资源行业的教科书，我从中学到了很多专业知识，美的也成为人力资源起步较早的企业。在这个阶段的重点应该是从低做起，不要怕事情繁杂，同时要好好学习。

第二阶段：HRM阶段

在我做HRM的阶段，正值改革开放我国经济迅速发展，当时需要大量的人才，因此这个阶段我的工作重点也在于招聘，因此这里谈谈招聘的经验。

招聘分为两个部分，首先是社会招聘，当时人才稀缺，而且体制规定人才不能随意流动，所以最开始招聘很难，当时美的还是乡镇企业，解决不了户口等问题，因此当时在珠三角就兴起了一种“星期天工程师”，帮助美的引进了很多重要技术人员。另一个特点就是召开大型现场招聘会，而且创新性地斥巨资刊登人才广告。当时还出现了“孔雀东南飞”的人才现象，改革开放之后许多人才向广东流动。

第二部分就是校园招聘，引进和培养两条腿走路。1993年，美的开始校园招聘，最早设立校招奖学金，设立了100万的奖学金。当时形成了人才理念：宁可放弃100万利润的生意，也不放弃一个有用的人才。

第三阶段：HRD阶段

在我做HRD的阶段，设计了通宵数奖金、首提岗位工资与浮动工资。当时美的的老总何享健通过电脑释“兵权”，让四个副总裁让位给更合适的人才，并且跟国外学习末位淘汰制度，引发了绩效考核大讨论。在这个阶段还讨论提炼出了人才理论深化：选人有标准、用人有依据、育人有方向、留人有目标。另外，在这个阶段大胆启用人才，比如方洪波与七大高管，启用众多年轻人。以及开办人才科技月、改造事业部、MBO（管理层持股）。

第四阶段：CHO阶段

离开美的之后，我去了其他行业内龙头企业担任CHO，在这个阶段我有以下几点体会。首先，HR专业度不断深化，如OTB绩效管理、后备人才梯队管理、标准化教材、人力成本预算管理和才报体系等；在这个阶段，人才理论体系也不断形成，比如HR的营销理论、“T”字人才方略、员工能力指数、雇主品牌塑造模型等。我在这个阶段还高度参与到公司决策中，进入董事会，帮助公司推动战略运营一体化管理，还主导了两家公司上市。

四、HR职业发展必经的四个阶段

这一部分是整个课程中最重要的部分，我决定用四个电视剧（或电影）来概括这四个阶段。

（一）“潜伏”阶段

在刚做HR的阶段，最需要的品质是坚忍，野蛮生长。除此之外，还要记住几个关键词：第一，HR要具有耐心，先生存后发展、先从众再与众不同；第二，在这个阶段，沟通非常重要，在沟通中要记住三点：地位卑微、经验不足、沟通补上；第三，这个阶段要多付出，要有积极的心态，肯吃苦、多付出、心态正。

（二）“奋斗”阶段

在奋斗阶段，面临理想和现实的双重磨练，最重要的是学习能力和积极心态。成长有代价，要奋斗就会失去花前月下的浪漫。首先，在这个阶段要注意协调性，这个阶段上有领导，下有员工，HR在中间犹如夹心饼干，要做好上下协调；第二，要把事情做好，就要具有悟性，人心难测，要和人打交道没悟性难有成就；第三，在奋斗阶段如果能有运气的话，能遇到一个肯教你的上司、肯帮助你的同事是你的福气，也要有积极的心态。

（三）“潜伏”阶段

在这一阶段，HR个性的风格与口碑得到传播，在江湖中有了一席之地，是时候亮剑了。这时候比的不是能力，而是“职业价值”。要扩大影响力，拓展视野，做到能级匹配。这时个人魅力十分重要，魅力的构成需要形成核心知识和观点、与高手过招，同时提高个人品牌和扩大人脉。第二，洞察力也很重要，可以通过拜高手为师，向有经验的HR或者企业的经理、高管学习。最后，在这个阶段逻辑性也很重要，要有全局观、有不同的看法，要端正心态，懂得取舍。

（四）“越狱”阶段

这个阶段可能已经不做HR了，可能在企业内部转向了其他的岗位，也可能开始自己创业。这时正处在职业发展的重要阶段，需要注重以下两个方面：第一，定位应该是战略伙伴，以HR的身份参与企业的决策，做一些需要数年后才能见效的事情，这是HR的最高境界是不做HR，跳出专业看专业，当然这就需要有大智慧。第二，这个阶段可能会选择另起炉灶，转行做顾问、自主创业等，这是个人发展的终极目标，可以解读为HR爬到了金字塔的塔尖，就要学会舍弃一些东西，舍即是得。

五、HR职业发展的十大忠告

首先，我们要弄清楚影响HR身价的因素是什么。在HRS阶段，影响身价的因素是技术，在对于专业领域的内容必须非常熟悉；在HRM阶段，影响身价的因素是人脉，能不能获得各部门和管理者的信任十分关键；在HRD阶段，影响身价的因素则是口碑，从很多企业选择HRD的角度来讲，通过背景调查、搜索引擎搜索来考察候选人的口碑十分重要。

忠告一：规划好每一天，快乐每一天。要做最好的计划，尽最好的努力，做好最坏的打算；

忠告二：激情、务实、坦诚、拼搏是现代职场的四大法宝；

忠告三：人是为欣赏自己的人活着的，永远做一个被人喜欢的人，口吐莲花的人；

忠告四：要学会读懂自己的上司；

忠告五：家有良田万亩，不如一技随身；做一个精、专、透的内行人；

忠告六：阅历比学历重要，智慧比技能重要。读万卷书不如行万里路，行万里路不如阅人无数；

忠告七：要有自己的人脉银行，永远与比自己收入高五倍的人做朋友，人的区别在于下班以后；

忠告八：知识同质化年代，比观念、专业度，要学会终身学习的能力，检视知识的价值标准是实用、实战、实效；

忠告九：同事是队友不是对手，上司是我们成功的电梯；

忠告十：敢于向上司的权威挑战，今天的助手、明天的对手们更努力的在学习。

翻译：

Every human resource practitioner should be very familiar with the titles HR, HRM and CHO, but people may be a little vague about the specific functions of each title and the core functions they should be responsible for at each stage. Mr. Huang Baohua, an expert in human resources, is invited by Mocha Institute to share his experience. Mr. Huang has more than 20 years of experience in talent management. He has served as HRD, CHO, VP and COO in many enterprises such as Midea Group.

The content of this article is the senior human resource management expert Huang Baohua in the Mocha Institute HR skills Guide series of courses recorded.

HR specialization level division

The degree of HR specialization can be divided into five levels according to the level of HR expertise:

The fifth level of HR is the lowest level, which is reflected in talking a lot of HR terms and often confusing people.

Level 4 HR not only knows HR terms, but also can speak a lot of theories, which is what it sounds like;

At the third level, HR has had some time experience, accumulated their own practice cases, and had opinions on when to do a module and how to do it successfully.

HR at the second level can understand the needs of the department, design and implement the plan, which has certain difficulties. If they can do it, it means that HR has reached the peak of career development.

Level 1 HR, which is the highest level, can forget about HR and solve problems in the simplest way.

Three states of HR career development

The three states of HR career development are rookie HR, big bird HR and old bird HR.

01 Rookie HR

The rookie HR has three characteristics: the ability to execute HR processes well and make the boss feel that they are in place, and the lack of errors at this stage is a sign of value.

02 Big Bird HR

The characteristics of Big Bird HR should first complete various HR tasks of the company, which requires HR to have certain experience and ability; Moreover, the business department and business leaders should be aware of the importance of HR work, and the HR work should be recognized by others through the completion of the work results. The third feature is to get the department’s support for HR work through work, get the recognition of department leaders, and establish the authority of the department.

03 Old bird HR

The definition of veteran HR does not mean that the HR hours are long, but that the level can reach the standard of veteran HR. First of all, veteran HR should be able to let the boss fully recognize HR, see the value brought by HR, such as able to deal with employee relations, mobilize the enthusiasm of employees to create more value for the enterprise; In addition, the veteran HR should also let employees feel that HR is the important person for their career development. These two points represent that the whole enterprise and all employees can realize the value of HR, and those who do these things are veteran HR.

From HR to CHO

I have been working in HR for more than 20 years, from HR to CHO. Next, I will share my mind journey from different stages of HR work and talk about what should be paid attention to in different stages.

HRS stage

First, in 1992, I came to Midea to do HRS. At that time, I did a lot of miscellaneous work, all kinds of personnel affairs, and had a lot of contact with the business department, serving the business department. At that time, Mr. Peng Jianfeng, a famous management expert in China, wrote a series of “HR White papers”, which can be called the textbook of human resources industry. I learned a lot of professional knowledge from them, and Midea also became an early enterprise in human resources. At this stage, the focus should start from a low level, don’t be afraid of complicated things, and to study hard.

HRM stage

In the HRM stage, when the reform and opening up of the rapid economic development in our country, at that time, the need for a large number of talented people, so the focus of my work at this stage also lies in the recruitment, so here we talk about the experience of recruitment.

Recruitment is divided into two parts, the first is social recruitment, talent scarcity at that time, and the system rules that talent can not flow at will, so it was very difficult to recruit at the beginning, at that time, Midea is still a township enterprise, can not solve the hukou and other problems, so at that time in the Pearl River Delta on the rise of a “Sunday engineer”, help Midea introduced a lot of important technical personnel. Another feature is large on-site job fairs and innovative and expensive advertising of talent. At that time, there was also a phenomenon of “peacock flying southeast” talents. After the reform and opening up, many talents moved to Guangdong.

The second part is campus recruitment, introduction and cultivation of two-legged walking. In 1993, Midea began to recruit on campus, and was the first to set up the school recruitment scholarship, setting up a scholarship of 1 million yuan. At that time, the concept of talent was formed: rather give up a million profit business, rather than give up a useful talent.

HRD stage

During my HRD period, I designed overnight bonus, first offer salary and variable salary. At that time, He Xiangjian, the president of Midea, released the “military power” through the computer, allowing the four vice presidents to give way to more suitable talents, and learning from foreign countries to eliminate the last place system, which triggered a big discussion of performance appraisal. At this stage also discussed and refined the deepening of talent theory: the selection of criteria, employment basis, education direction, retention of people with goals. In addition, at this stage, we boldly employ talents, such as Fang Hongbo and seven top executives, and employ many young people. And the establishment of talent and technology month, transformation business division, MBO (management shareholding).

CHO stage

After leaving Midea, I worked as a CHO in a leading enterprise in other industries. At this stage, I have the following experiences. First of all, HR professionalism is continuously deepened, such as OTB performance management, reserve talent echelon management, standardized textbooks, human cost budget management and talent reporting system. At this stage, the theoretical system of talents is also continuously formed, such as HR marketing theory, “T” talent strategy, employee ability index, employer brand building model and so on. At this stage, I was highly involved in the decision-making of the company, joined the board of directors, helped the company promote the integrated management of strategic operations, and led the listing of two companies.

There are four stages of HR career development

This is the most important part of the course, and I’ve decided to summarize the four stages with four TV shows (or movies).

The “latent” stage

In the early stage of HR, the most needed quality is perseverance and savage growth. In addition, there are several key words to remember: first, HR should be patient, survive before development, follow the crowd before being different; Secondly, at this stage, communication is very important. Three points should be kept in mind in communication: low status, lack of experience, communication to make up; Third, this stage to pay more, to have a positive attitude, willing to bear hardships, pay more, positive attitude.

The “struggle” phase

In the struggle stage, facing the dual training of ideal and reality, the most important thing is learning ability and positive attitude. Growth has a price, to struggle will lose the romance of flowers. First of all, we should pay attention to coordination at this stage. At this stage, there are leaders and employees below. HR is like a sandwich biscuit in the middle. Second, in order to do things well, one must have understanding. People’s hearts are difficult to measure. In dealing with people, one cannot succeed without understanding. Third, if you are lucky in your struggle, you will be lucky to have a boss who will teach you, a colleague who will help you, and a positive attitude.

The “latent” stage

At this stage, HR’s personality style and reputation have been spread, and he has a place in the river’s lake. It is time to show his sword. It’s not about competence, it’s about “professional values.” To expand the influence, broaden the horizon, do energy level matching. Charisma is very important here, and it requires developing core knowledge and opinions, competing with the best, and enhancing your personal brand and network. Second, insight is also very important. We can learn from experienced HR or corporate managers and executives by learning from experts. Finally, logic is also very important at this stage. We should have a holistic view and different views. We should have a correct attitude and know how to choose.

The “jailbreak” phase

At this stage, you may no longer work in HR, you may shift to other positions within the company, or you may start your own business. At this time, we are in an important stage of career development, so we need to pay attention to the following two aspects: First, we should position ourselves as strategic partners, participate in corporate decision-making as HR, and do something that can only be effective after several years. This is the highest level of HR. Second, at this stage, they may choose to start a new career, such as becoming a consultant or starting their own business, which is the ultimate goal of personal development. It can be interpreted that HR has climbed to the top of the pyramid and must learn to give up something.

Top 10 tips for HR Career Development

First, we need to find out what factors affect the value of HR. In the HRS stage, the factor affecting the price is technology, in the professional field of content must be very familiar; In HRM stage, the factor that affects the value is interpersonal network, so it is crucial to gain the trust of all departments and managers. In the HRD stage, the influence factor is the word of mouth. From the perspective of many enterprises choosing HRD, it is very important to check the candidate’s word of mouth through background investigation and search engine search.

Tip 1:

Plan your day and be happy every day. Plan for the best, do your best, and prepare for the worst;

Tip 2:

Passion, pragmatic, honest, hard work is the four magic weapon of modern workplace;

Tip 3:

people are to appreciate their own people live, always be a person who is liked by others, spit lotus;

Tip 4:

Learn to read your boss;

Tip 5:

home has ten thousand acres, not as good as a skill with; To be a fine, specialized, thorough expert;

Tip 6:

Experience is more important than education, wisdom is more important than skill. Reading ten thousand books is better than traveling ten thousand miles, traveling ten thousand miles is better than reading countless people;

Tip 7:

To have their own network bank, always make friends with people who are five times higher than their income, the difference between people is after work;

Tip 8：

Knowledge homogenization age, than concept, professional degree, to learn the ability of lifelong learning, examine the value standard of knowledge is practical, practical, actual effect;

Tip 9:

Colleagues are teammates not opponents, the boss is our success of the elevator;

Tip 10:

Dare to challenge the authority of the boss, today’s assistant, tomorrow’s opponent more hard to learn.

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