在很多快速发展的本土中小企业中,HR往往天天忙得昏天黑地,却总是出了力还没讨到好,到处受老板、业务经理、员工的夹板气。虽然HR管理大师大卫·乌里奇(Dave Ulrich)早就指出,知识经济时代HR在组织中应扮演员工支持者、职能专家、人力资本开发者、战略伙伴、HR领导者五种角色,但理论往往流于形式,特别是对处于高速发展的中小本土企业来说更是难以有效实施。HR怎样才能做到出力又讨好呢? In many fast-growing local SMEs, HR is often fainted day by day, but always out of force has not been solved, everywhere by the boss, business managers, staff splinter. Although HR management guru Dave Ulrich has long pointed out that in the era of knowledge-based economy, HR should play a role of employee supporter, functional expert, human capital developer, strategic partner and HR leader in the organization. However, The theory is often mere formality, especially for small and medium-sized local enterprises that are in rapid growth. HR how to do it and please?