【自我增值】在CEO VS HR眼中 人力資源如何定位？
人力資源是企業成本的核心，現時HR仍然被視為「員工職能」一部分，傾向行政多於策略性工作；營運企業業務多於推動人才工作。

HR可以在考慮從成本導向轉向利潤導向的方針，並擔任該公司的內部諮詢和顧問，在此人力資源主管和首席執行官應建立進行高規格對話。

人力資源主管與業務主管可以大膽勇敢地討論，以確保看到和衡量人力資本投資和回報的影響，例如可以通過評估因員工流失而節省的成本，根據投資回報率來衡量新員工入職的價值。HR團隊可以繼續開發企業的人力資源工具或程式，並在需要時為內部提供的收費服務建立利潤中心。

此外，如之前所述在不同領域，也應有讓人力資源工作自動化的機會，包括但不限於資源或招聘、營運和員工關係，以節省HR花在員工身上的時間成本，及審查人力資源風險和合規性問題的時間，尤其是正在管理牌照/許可證業務的情況下。

一些人力資源部門意識到人力資源自動化（HR Automation），以及有關技術較為落後在市場上帶來的負面影響。如果我們單單將HR自動化視為人與機器合併的IT工作， CIO可能會接管HR的職能。因此，HR需要靈敏面對急速轉變的市場情況，準備好迎接新經濟中的機遇和挑戰。

How HR should be positioned ? Views from CEO vs Views from HR

HR is a cost centre as it is still seen as “staff functions”- more administrative than strategic, more operational to serve the business than to drive people agenda.

HR could consider moving from cost-centre to profit-centre approach whenever appropriate and be position as an internal consultant and adviser to the business. A quality conversation could be established between HR Leaders and CEOs within the organization.

One of the bold and brave discussions that HR leaders could have with their business leaders is to make sure the impact of human capital return on investment can be seen and measured. For example, the value of a new employee induction program can be measured in terms of an ROI by assessing the costs saved by correlated reductions in turnover. HR team could have been continuously to develop HR tools/programs for business and to set up profit-centre for charging services provided internally where relevant.

Besides, as mentioned there should be an opportunity for HR automation in different areas including but not limited to resourcing/recruitment, operations and employee relations to save time cost for each HR professional spent on time with employees and also to review HR risk and compliance issue in particular if we are managing licenced businesses.

Some HR operations are aware of the impact of HR automation where HR was not leading on anything with respect to automation and the workforce. The proposition of the CIO may take over the HR function, as we saw the integration of humans and machines in the workplace as the job of IT.

My recommendation for HR professional is to step up quickly to face the reality. Get prepared and ready to embrace change and challenges in the new economy.
<s>[INST] <<SYS>> 你是一個專業的博主。請用繁體中文就指定主題撰寫一篇不少於 400 字的粵語博客。你的博客應該包括引言、正文和結論。 你應該將正文分為幾個段落。您要把博客的內容寫得豐富且有趣。博客內容必須切合打工仔的興趣。如果您不知道指定的主題或沒有足夠的信息來編寫該主題，則應使用指定主題的前十個 Google 搜索結果來編寫它。 <</SYS>> 【自我增值】在CEO VS HR眼中 人力資源如何定位？ [/INST] 人力資源是企業成本的核心，現時HR仍然被視為「員工職能」一部分，傾向行政多於策略性工作；營運企業業務多於推動人才工作。

HR可以在考慮從成本導向轉向利潤導向的方針，並擔任該公司的內部諮詢和顧問，在此人力資源主管和首席執行官應建立進行高規格對話。

人力資源主管與業務主管可以大膽勇敢地討論，以確保看到和衡量人力資本投資和回報的影響，例如可以通過評估因員工流失而節省的成本，根據投資回報率來衡量新員工入職的價值。HR團隊可以繼續開發企業的人力資源工具或程式，並在需要時為內部提供的收費服務建立利潤中心。

此外，如之前所述在不同領域，也應有讓人力資源工作自動化的機會，包括但不限於資源或招聘、營運和員工關係，以節省HR花在員工身上的時間成本，及審查人力資源風險和合規性問題的時間，尤其是正在管理牌照/許可證業務的情況下。

一些人力資源部門意識到人力資源自動化（HR Automation），以及有關技術較為落後在市場上帶來的負面影響。如果我們單單將HR自動化視為人與機器合併的IT工作， CIO可能會接管HR的職能。因此，HR需要靈敏面對急速轉變的市場情況，準備好迎接新經濟中的機遇和挑戰。

How HR should be positioned ? Views from CEO vs Views from HR

HR is a cost centre as it is still seen as “staff functions”- more administrative than strategic, more operational to serve the business than to drive people agenda.

HR could consider moving from cost-centre to profit-centre approach whenever appropriate and be position as an internal consultant and adviser to the business. A quality conversation could be established between HR Leaders and CEOs within the organization.

One of the bold and brave discussions that HR leaders could have with their business leaders is to make sure the impact of human capital return on investment can be seen and measured. For example, the value of a new employee induction program can be measured in terms of an ROI by assessing the costs saved by correlated reductions in turnover. HR team could have been continuously to develop HR tools/programs for business and to set up profit-centre for charging services provided internally where relevant.

Besides, as mentioned there should be an opportunity for HR automation in different areas including but not limited to resourcing/recruitment, operations and employee relations to save time cost for each HR professional spent on time with employees and also to review HR risk and compliance issue in particular if we are managing licenced businesses.

Some HR operations are aware of the impact of HR automation where HR was not leading on anything with respect to automation and the workforce. The proposition of the CIO may take over the HR function, as we saw the integration of humans and machines in the workplace as the job of IT.

My recommendation for HR professional is to step up quickly to face the reality. Get prepared and ready to embrace change and challenges in the new economy. </s>