A model and process for redesigning the HRM role, competencies, and work in a major multi‐national corporation
提出了一个模型和详细流程，通过与业务主管签订新角色合同、提升人力资源人员能力并再造交付系统，来重新设计人力资源职能，并描述了一家大型成功公司的实施经验。
Abstract This article presents a model and a detailed process for redesigning the human resources (HR) function by contracting with line executives for new roles and by upgrading the competencies of the human resource management staff while reengineering the HR delivery systems. The experience of a large, successful company that developed and implemented the process is described. The article argues that the use of “best practices” contributes less to creating a world‐class human resource management team than to redefining the fundamental partnership role supported by the line organization. Partnering is defined in an operational manner using the HR grid. © 1995 by John Wiley & Sons, Inc.