I 摘要 人力资源岗位外包服务是灵活用工形式的其中一种，它的大规模发展始于《劳 动合同法》、《劳务派遣暂行规定》的颁布实施。在这两部劳动用工法律法规中， 对我国的劳务派遣用工进行了规范。其中对劳务派遣用工只能在“临时性、辅助 性或者替代性的工作岗位上实施”，以及“使用被派遣劳动者数量不得超过其用工 总量 10%”的条款更是直接限制了劳务派遣这种用工形式的发展。人力资源岗位 外包服务作为一种灵活用工形式，避开了以上限制，因此越来越多的企业开始尝 试将原有的劳务派遣用工形式转变为人力资源岗位外包服务。 S 公司是一家以提供人力资源外包服务为主业的公司，其主要的经营业务包括 了人事代理、劳务派遣和人力资源岗位外包服务。在《劳动合同法》、《劳务派遣 暂行规定》两部法律法规颁布之前，人事代理业务占到了业务总量的 90%，劳务 派遣业务占业务总量接近 10%，而人力资源岗位外包业务占业务总量还不到 1%。 此后，在这一场转型风波之中，S 公司的人力资源岗位外包服务业务规模不断扩大， 该项业务出现了市场定位不清晰、岗位需求匹配度差等问题。本文通过对人力资 源岗位外包业务在国内的发展状况和对 S 公司已有业务资料的收集整理，结合具 体的服务项目案例，梳理和分析了问题产生的原因。应用人力资源管理，营销管 理，法律风险管理等学科的理论知识，指出了 S 公司人力资源岗位外包服务业务 的主要目标市场应该是客服类岗位，以及可以通过岗位调查、招聘和培训环节优 化来提高岗位需求匹配度。与此同时，总结了此项业务存在的主要风险点，并提 出了风险应对策略。 人力资源岗位外包服务作为人力资源外包服务中的一个分支，其外包形式介 于劳务派遣与业务外包之间。它既不是以往劳动者与用人单位签订劳动劳动合同 再被派遣至用工单位的劳务派遣形式，也不是纯粹的将业务全部外部，外包方只 对结果进行考核的方式。这种用工形式还将在我国用工形式发展升级的舞台中占 据较长的一段时期。通过对 S 公司人力资源岗位外包业务的分析研究，将有助于 为同类型的企业提供可借鉴的做法，以及对这项业务管理实践和研究具有现实意 义。 关键词，人力资源，岗位外包，风险应对ABSTRACT II ABSTRACT Human resource post outsourcing service is one of the flexible employment methods. Its large-scale development began with the promulgation and implementation of Labor Contract Law and Interim Provisions on Labor Dispatch. Among them, the clause that labor dispatch can only be implemented in temporary, supplementary or alternative jobs, and that the number of dispatched workers should not exceed 10% of the total number of employees directly limits the development of labor dispatch. As another flexible employment mode, human resource post outsourcing service has avoided the above restrictions. Therefore, more and more enterprises begin to try to transform the original labor dispatch employment mode into human resource post outsourcing service. S company is a company which mainly provides human resource outsourcing service. Its main business includes personnel agency, labor dispatch and human resource post outsourcing service. Before the promulgation of the Labor Contract Law and the Provisional Provisions on Labor Dispatch, the personnel agency business accounted for 90% of the total business, the labor dispatch business accounted for nearly 10% of the total business, and the human resource post outsourcing business accounted for less than 1% of the total business. After that, the scale of human resource post outsourcing business of S company has been expanding constantly in this wave of transformation, and more and more problems have been encountered in the market positioning, post demand matching of this business. Based on the development of human resource post outsourcing business in China and S company business data collection and collation, combined with specific service project cases, combing and analyzing the causes of problems. Applying the theoretical knowledge of human resource management, marketing management, legal risk management and other disciplines, it points out that the main target market of S company's human resource post outsourcing service should be customer service posts and concludes that the matching degree of post needs can be improved through job survey, recruitment and training. Moreover, it summarizes the risks of this business and puts forward the strategy of risk response. As a branch of human resource outsourcing service, human resource post outsourcing service is between labor dispatch and business outsourcing. It is neither theABSTRACT III labor dispatch mode in which laborers sign labor contracts with the employing units before being dispatched to the employing units, nor a purely external mode in which the outsourcing party only evaluates the results. This mode of employment will also take a long time in the stage of development and upgrading of China's employment mode. Through the analysis and Research on the human resource post outsourcing business of S company, it will be helpful to provide reference for similar enterprises, and has practical significance for the practice and research of this business management. Keywords: Human resource, Post outsourcing service, Risk response目录 IV 目录 第一章 绪论.................................................................................................................... 1 1.1 研究背景 ............................................................................................................ 1 1.2 研究意义 ............................................................................................................ 2 1.3 研究目标与内容 ................................................................................................ 2 1.4 研究框架与方法 ................................................................................................ 3 1.4.1 主要研究方法 .......................................................................................... 3 1.4.2 研究框架 .................................................................................................. 3 1.5 本章小结 ............................................................................................................ 4 第二章 相关理论和文献综述........................................................................................ 5 2.1 人力资源岗位外包服务的理论基础 ................................................................ 5 2.1.1 人力资源岗位外包的含义和形式 .......................................................... 5 2.1.2 国内人力资源岗位外包的发展现状 ...................................................... 9 2.1.3 人力资源岗位外包优势 ........................................................................ 11 2.2 人力资源岗位外包理论依据 .......................................................................... 11 2.2.1 价值链理论 ............................................................................................ 11 2.2.2 交易成本理论 ........................................................................................ 11 2.2.3 委托代理理论 ........................................................................................ 12 2.2.4 风险管理理论 ........................................................................................ 12 2.3 本章小结 .......................................................................................................... 12 第三章 S 公司人力资源岗位外包服务业务概况与市场环境分析........................... 14 3.1 S 公司简介 ........................................................................................................ 14 3.2 S 公司人力资源岗位外包服务业务的发展历程与现状 ................................ 14 3.3 S 公司面临的市场环境分析 ............................................................................ 15 3.3.1 政治法律环境分析 ................................................................................ 15 3.3.2 经济环境分析 ........................................................................................ 16 3.3.3 社会文化环境分析 ................................................................................ 17 3.3.4 技术环境分析 ........................................................................................ 17 3.3.5 市场竞争环境分析 ................................................................................ 17 3.4 本章小结 ..............