随着经济全球化日渐加剧，企业要想在激烈的竞争环境中拥有持久的竞争力，就离不开人才以及对人力资源的配置优化和科学管理。因此，人力资源管理的专业水平和企业的核心竞争力休戚相关，直接影响到企业竞争实力。当企业不断发展壮大，业务多元化，仅仅依靠人事管理和人力资本管理逐渐不适用企业发展的步伐，企业迫切需要人力资源作为战略业务伙伴深入业务单元通力合作，并能够为业务部门提供战略指导建议和专业的HR解决方案。作为业务部门与公司之间重要桥梁的HRBP（Human Resource Business Partner）角色应运而生且持续备受关注。ZW公司也在推进以HRBP为核心的人力资源管理模式，却遭遇许多问题。

本文以ZW公司作为主要的研究对象，首先，通过大量的文献研读，从胜任力的定义入手，对胜任力模型及其构建方法和步骤进行了收集。然后深入了解HRBP的角色和定位以及三支柱理论，学习了国内外对于HRBP岗位胜任力的有关理论研究。其次，通过对ZW公司的人力资源管理及HRBP岗位的管理现状进行分析后，归纳了ZW公司在HRBP岗位管理方面存在的问题，为了解决这些问题，尝试采取构建ZW公司HRBP胜任力模型的方法来解决。

本研究在具体模型的构建过程中分为以下步骤，第一步，从ZW公司选取了48名研究样本，分为绩优组和普通组，然后通过文献研究和工作分析法，利用BEI行为事件访谈，完成了胜任特征数据收集和胜任力编码结果统计，经过分析研究等后续步骤，确定了ZW公司HRBP岗位的14条胜任力特征信息，初步绘制ZW公司HRBP岗位的胜任力模型。第二步，依据已经获取的特征信息进行问卷调查，在对问卷数据进行分析整理的同时进行了问卷信效度的检验。第三步，通过因子分析的方法，从14个胜任力特征当中提取了ZW公司HRBP人员胜任力模型的五个主要维度，分别是：战略与业务敏锐力、HR专业性、沟通与思考能力、学习发展与自我管理、领导与协作。第四步，利用层次分析法对胜任力指标进行分类和权重分析。最终完成了ZW公司HRBP人员的胜任力模型构建。本文希望通过HRBP岗位胜任力模型的构建，帮助ZW公司解决在HRBP管理方面存在的问题，同时，能为有意进行人力资源管理模式改革的企业提供一些有价值的参考和启发。

With the increasing economic globalization, if enterprises want to have lasting competitiveness in the fierce competitive environment, they can not do without talents and the optimization of human resource allocation and scientific management. Therefore, the professional level of human resource management is closely related to the core competitiveness of enterprises, which directly affects the competitiveness of enterprises. With the continuous development and diversification of business, relying on personnel management and human capital management is not suitable for the pace of enterprise development. Enterprises urgently need human resources as a strategic business partner to go deep into the business unit to work together and provide strategic guidance and professional HR solutions for business departments. As an important bridge between business departments and companies, HRBP (human resource business partner) emerges as the times require and continues to attract attention.ZW company is also promoting HRBP as the core of human resource management mode, but encountered many problems.

In this paper, ZW Company as the main research object, first of all, through a large number of literature study, starting from the definition of competency, the competency model and its construction methods and steps were collected. Then we deeply understand the role and positioning of HRBP and the three pillar theory, and learn the relevant theoretical research on HRBP competency at home and abroad. Secondly, through the analysis of the status quo of human resource management and HRBP post management in ZW Company; this paper summarizes the problems existing in HRBP post management in ZW Company. In order to solve these problems, this paper attempts to build HRBP competency model in ZW Company.

This study is divided into the following steps in the process of building the specific model. In the first step, 48 research samples were selected from ZW Company, which were divided into the excellent group and the ordinary group. Then, through literature research and work analysis, using Bei behavior event interview, the competency data collection and competency coding results statistics were completed, 14 competency information of HRBP position in ZW company are determined, and the competency model of HRBP position in ZW company is drawn preliminarily. The second step is to conduct a questionnaire survey based on the obtained characteristic information, and to analyze the questionnaire data and test the reliability and validity of the questionnaire. The third step is to extract five main dimensions of HRBP competency model of ZW Company from 14 competency characteristics by factor analysis, which are: Strategic and business acumen, HR professionalism, communication and thinking ability, learning development and self-management, leadership and cooperation. The fourth step is to use AHP to classify and weight the competency indicators. Finally, the competency model of HRBP staff in ZW Company is constructed.

It is hoped that the construction of HRBP competency model can help ZW company solve the problems in HRBP management, and provide some valuable reference and inspiration for the enterprises who are interested in the reform of human resource management mode.