人資事業夥伴是人力資源跨部門服務傳遞模式下產生的新職位，自 Ulrich (1997)揭露出派駐於單位或部門的人力資源專業者(即本研究所指之人力資源事業夥伴)應負擔策略夥伴的責任後，國內外已有許多企業導入人資事業夥伴制度，且此職位比以往人資從業人員須執行更複雜之任務，並扮演多元之角色。 本次研究採質性之多重個案訪談法進行分析研究，共訪談七家已導入人資事業夥伴制度之知名企業。本研究以工作焦點及服務對象為軸劃分四大角色，並提出其工作實務，分別如下：人才發展教練，著重人力資本管理與發展，貢獻在於累積並強化人力資本；員工代言人，著重文化與員工貢獻管理，貢獻在於塑造發揮績效的組織文化及氛圍；管理專家，強調人事行政管理與問題解決，以提升內部管理效能為目標；以及HR策略顧問，著重策略性人力資源管理，工作成果為實踐事業單位策略，達成事業單位目標。其中，人才發展教練以及HR策略顧問角色發展普遍受到企業重視，工作實務涵蓋較為完整；而HR架構以及HRBP推行時間也會產生不同的角色分佈型態。 HR Business Partner is a new position that is generated from HR cross-boundary service. Since Dave Ulrich (1997) had exposed human resource professionals working at serviced department ( HR Business Partnerr) should account for being strategic partner, many enterprises adopted HR Business Partner. HR Business Partner need to execute more complicated tasks and perform diversely roles at the same time. Multiple case studies as qualitative study were adopted. Through interviewing seven enterprises, there are some findings as follows：In order to accumulate and strengthen human capital, HR Business Partner plays Talent Coach and focus on managing and developing human capital. In order to mold active culture and get great achievement, HR Business Partner plays the Employees Spokesman and focus on managing culture and the contributions of employees. In order to increase the efficiency of management, HR Business Partner plays Management Expert and focus on administrative matters. In order to practice strategies and achieve goals, HR Business Partner plays HR Consultant and focus on strategic human resource management. Talent Coach and HR Consultant are respected among most enterprises. The design of HR department and the length of period enterprises had adopted HR Business Partner would bring different distribution of roles.
