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近年来企业面临的经营环境更加复杂多变，如何有效提高核心竞争力，对企业实现长期持续发展十分关键。企业的资源是有限的，只有优化资源配置，集中资源与精力在最擅长的领域，才有助于企业形成核心竞争力。中小企业通过实施人力资源外包策略，实现对企业资源的优化配置，但在实施人力资源外包策略的过程中也面临诸多问题。本文旨在深入探究案例企业人力资源外包存在的问题和成因，并提出有针对性的对策建议。

本文充分借鉴已有理论与文献研究，结合建新机械公司的人力资源外包现状，通过问卷调研分析和深度访谈的形式，深入探究人力资源外包策略存在的问题：一是前期准备阶段，存在外包需求分析不到位、人力资源外包内容不合理、外包服务商选择不合理等问题；二是中期决策阶段，存在公司内部未设置外包领导服务小组、与外包服务商未建立良好的合作关系等问题；三是全面实施管理阶段，存在对外包服务商评估不到位、缺乏人力资源管理部门的支持等问题。并进一步结合问卷与深度访谈结果，归纳总结人力资源外包策略存在问题的成因：一是信息不对称，二是与外包服务商之间缺乏充分有效的沟通，三是未得到外包员工认可与支持。

最后，提出人力资源外包策略的优化方案与实施保障，优化方案中明确了优化的原则与目的，具体的优化策略包括：前期准备阶段，做好外包需求的调研分析、确定人力资源外包内容、选择较优秀外包服务商等；实施阶段，成立外包工作领导小组、签订外包服务协议；管理阶段，做好对外包服务商绩效的评估、加强与外包服务商的合作关系、转变人力资源部门的职能等。并进一步从内部组织管理、提高对外部环境的认知、加强外包阶段风险控制等多个维度，提出具体的实施保障。

关键词：人力资源外包 核心竞争理论 优化策略

In recent years, the business environment faced by enterprises is more complex and changeable. How to effectively improve the core competitiveness is the key to the long-term sustainable development of enterprises. The resources of an enterprise are limited. Only by optimizing the allocation of resources and concentrating resources and energy on the field that they are best at, can an enterprise form its core competitiveness. Small and medium-sized enterprises realize the optimal allocation of enterprise resources through the implementation of human resource outsourcing strategy, but they also face many problems in the process of implementing the human resource outsourcing strategy. This paper aims to deeply explore the problems and causes of human resource outsourcing in case enterprises, and put forward targeted optimization strategies.

Fully drawing theory and literature research, this paper combines the new machinery company human resources outsourcing status quo, through the form of questionnaire survey analysis and in-depth interviews, further explore the problems existing in the human resources outsourcing strategies, one is the preparation stage, the existing outsourcing requirements analysis does not reach the designated position, unreasonable content of human resources outsourcing, outsourcing service provider selection problems such as unreasonable; Second, in the mid-term decision-making stage, there are problems such as the failure to set up outsourcing leading service group inside the company and the failure to establish a good cooperative relationship with outsourcing service providers. Third, in the stage of comprehensive implementation management, there are problems such as inadequate evaluation of outsourcing service providers and lack of support from human resource management departments. Furthermore, based on the results of questionnaire and in-depth interview, this paper summarizes the causes of problems in human resource outsourcing strategy: information asymmetry; lack of adequate and effective communication with outsourcing service providers; and lack of recognition and support from outsourcing employees.

Finally, the optimization scheme and implementation guarantee of human resource outsourcing strategy are proposed. The principle and purpose of optimization are clearly defined in the optimization scheme. The specific optimization strategies include: in the preliminary preparation stage, do a good job of research and analysis of outsourcing needs, determine the content of human resource outsourcing, and select the optimal outsourcing service provider; In the implementation stage, set up outsourcing work leading group and sign outsourcing service agreement; In the management stage, evaluate the performance of outsourcing service providers, strengthen the cooperative relationship with outsourcing service providers, and transform the functions of human resources department. And further from the internal organization and management, improve the awareness of the external environment, strengthen the outsourcing stage risk control and other dimensions, put forward specific implementation guarantees.

Keywords：Human resource outsourcing；Core competition theory；Optimization strategy