In recent years, enterprise human resources have gradually developed from the traditional six modules to three pillars, with the continuous improvement of functional refinementod、td、ldThe three positions also often appear in the public eye, so what do the three of them represent and what is the difference?
organization development
OD is a position with a higher perspective and a wider scope of work, and its main responsibilities include the design and management of the company's department positioning, organizational structure, functional responsibility boundaries and rights and responsibilities system. On this basis, it is refined to the setting and control of posts, and the overall manpower establishment is reasonably increased and decreased.
As can be seen, OD amounts to elevating a fraction of the functions within human resources to a position parallel to the human resources function.
In the traditional human resources function, there is also a planning part, but it is more of a bottom-up perspective, and the role of HR is also mostly at the executive level.
When the company undergoes challenges or changes, it will inevitably be accompanied by the upgrading of the organizational structure, and there are several key points for OD, one is that the enterprise has begun to enter a period of rapid development, and at this time the demand for standardized management is the strongest, so OD is needed to assist the enterprise in setting up rights and responsibilities;Second, after the enterprise enters a stable period, in order to maintain its market advantage, it is necessary for the team to have a stronger ability to improve itself and grow automatically.
Therefore, OD needs to stand at the height of the enterprise to help the achievement and development of business strategy, and is very familiar with the life cycle, business value chain, and workflow of enterprise development.
talent development
TD post mainly promotes the strategy and business development of the whole organization through the power of talents, belongs to the upstream design and planning module of LD work, and the specific responsibilities of TD can be divided into two parts, one is the establishment of qualifications, and the other is the development path of key personnel.
TD's specific functions cover the system and process of internal talent selection, appointment, development and assessment, standardize qualifications, competency models, job evaluation and rank evaluation, form a complete position system, plan the talent development path for key positions, talent selection plan and talent reserve mechanism through talent inventory and evaluation, and improve the company's talent echelon construction.
TD does not usually implement specific training in the company, and the specific implementation will be done by LD or training functions.
learning and development Xi
LD is closer to the concept of training, and its work is more about the planning, design and implementation of training projects. If the enterprise only has LD but not TD, then LD usually also includes TD work.
Therefore, in fact, the various D on the tall level is also a subdivision of HR functions, and a complete human resource management process must involve the overall planning of the organizational level and the collaboration at the individual level, so OD and TD LD are not separated, and the development of TD must be supported by OD, and the implementation of OD should be output by TD.
From the enterprise level, the establishment of OD, TD and LD positions needs to comprehensively consider whether the enterprise has enough foundation to support the work of these subdivided functions, so as to decide whether to set up these positions separately and when to set them up, so as to better promote the efficient implementation of human resource management.