摘要
京东从1998年中关村内的一个小作坊，经过多年不断创新突破，一跃成为一家拥有15万员工的世界五百强互联网巨无霸，为传统企业转型升级提供了范本。而京东HRBP在区域的工作,保证了集团与区域文化的传承性和一致性，推进集团与区域人才发展及战略一体化,确保集团政策与制度快速高效执行与落地，保障区域管理问题的及时诊断和解决。本文以笔者在京东成都研究院工作中所遇到的案例，较为深入的描述和分析，遇到的困难，解决的方案,改进的方向。对于正在探索跨区域管理的大中型企业，有一定的借鉴作用。
JD from a small workshop in Zhongguancun in 1998, after years of continuous innovation breakthrough, became a 150 million employees with the world＇s top 500 Internet giant, for the traditional enterprise transformation and upgrading provided a model. The work of the JD HRBP in the region ensures the inheritance and consistency of the Group and the regional culture, promotes the development of the Group and the regional talents and the strategic integration to ensure the rapid and efficient implementation of the Group＇s policies and systems and the landing and the timely diagnosis of regional management And solve. In this paper, the author in the JD Chengdu Institute of work encountered in the case, more in-depth description and analysis, the difficulties encountered, to solve the program, the direction of improvement. For the exploration of cross-regional management of large and medium-sized enterprises, have some reference.
作者
郭智林
Guo Zhilin(Jingdong Mall R ＆ D system HRBP, Chengdu, Sichuan Province, 610000)
关键词
HRBP
区域管理
人才发展
HRBP
regional management
talent development
