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In the competitive environment of the new century, the 3P model of human resource management holds that human resources will become a key factor in driving corporate development and an important means for companies to generate profits. The success or failure, as well as the strength of enterprises, no longer depend on the material capital they possess; rather, it depends first and foremost on their knowledge and innovation capabilities. Highly skilled employees and professionals with specialized knowledge will constitute strategic resources and become the focus of competition among enterprises. Therefore, corporate human resource management will also see innovations in theory and approach, elevating it to a strategic level. The 3P model captures the core concepts and key technologies of modern human resource management, with a strong focus on the strategic goals of the enterprise. The so-called 3P model refers to a human resources management system that consists of a position evaluation system, a performance appraisal system, and a pay administration system as its core components. Job evaluations are conducted based on the company’s operational characteristics and strategic goals, in order to clarify the responsibilities of each employee. Based on these job evaluation results, performance assessment plans and tools are developed for human resources, and these plans and tools are used to regularly assess all employees in the company. And based on the performance evaluation results, design salary and benefits plans as well as bonus distribution systems and tools. The job evaluation system, performance evaluation system, and compensation management system form an organically interconnected whole. The organic connection among these three elements enables the principles of fair, reasonable, and scientific competition to be fully reflected. It emphasizes the unity of individual effort and teamwork, as well as the unity of work compensation and rewards/punishments. It integrates the personal fate of employees with that of the company, gives priority to actual work performance rather than seniority, combines quantitative evaluation with qualitative analysis, and ensures that performance assessments are interdependent with salaries and rewards/punishments. Assessments serve as an objective basis for human resources decisions, while benefits and rewards/punishments are the results of those assessments. This forms a complete, clear, and easy-to-use human resources management system. I. Position evaluation system: The position framework represents the collection of tasks and responsibilities that employees within a company are required to carry out, and it represents an objective requirement for achieving the company’s strategic goals. The establishment of a job evaluation system generally involves three processes: 1. Job analysis. Job analysis is a systematic process for identifying the skills, responsibilities, and knowledge required to carry out various tasks. It is the most fundamental function of human resource management as well as a basic technique; its purpose is to address the following questions: (1) What activities will employees carry out? (What) (2) When will the work be completed? (When) (3) Where will the work be completed? (Where) (4) How do employees complete this task? (How) (5) Why is it necessary to complete this task? (Why) (6) What conditions are required to complete the work? (Which) 2. Develop job descriptions and standards: Based on the information obtained from job analysis, create job descriptions and standards. It should briefly outline what is expected of employees, and it should also specify exactly what employees need to do, how to do it, and under what circumstances they must carry out their duties. Specifically, a job description is a document that provides information on the tasks, responsibilities, and duties associated with a job, while a job specification is a document that outlines the basic qualifications such as knowledge, skills, and abilities required for someone to perform that job. 3. Job evaluation: Job evaluation is a systematic process that determines the relative value of one job compared to other jobs, based on job descriptions and standards. It is also part of the economic compensation system. The functions of job evaluation include: (1) establishing the organizational job structure; (2) ensuring fair and orderly relationships between jobs; (3) developing a hierarchy of job values upon which wage structures can be built; (4) achieving consistency in jobs and wages within an enterprise. In a constantly changing work environment, an appropriate job evaluation system is essential. The main purpose of job analysis data is in human resources planning; job specifications serve as standards for recruitment and selection, as well as a basis for training and development. As for performance evaluation, it should be based on the quality of how employees fulfill the responsibilities specified in their job descriptions, which serves as the standard for fair assessment. And job evaluation is the primary method for determining internal fairness of compensation. Furthermore, job evaluation information is also important for employees’ labor relations; when considering promotions, transfers, or demotions for employees, the information obtained through job evaluations often leads to more objective human resources management decisions. II. Performance Appraisal System The performance appraisal system is a formal mechanism for regularly assessing and evaluating the work performance of individuals or teams. Implementing performance evaluation is perhaps the most challenging task in the field of human resource management, and establishing an effective performance evaluation system should be a top priority in human resource management. The primary purpose of an evaluation system is to improve performance. A well-designed and logically structured system can help achieve an organization’s goals and enhance employees’ performance, as well as provide an analysis of the strengths and weaknesses of the organization’s human resources to facilitate human resource planning. The performance evaluation grades also help in predicting recruitment and selection outcomes; in determining the reliability of selection tests, accurate decisions depend on the precision of the evaluation results. At the same time, an evaluation system also helps to make judgments and decisions regarding the needs for employee training and development. It is particularly important that the results of performance evaluation provide a basis for making informed decisions regarding salary increases; a fair performance evaluation system also ensures fairness in salary increments and rewards. Furthermore, performance evaluation data can also be used to make decisions regarding internal employee relations, such as those related to motivation, promotions, demotions, raises, and transfers. III. Pay Administration System The pay administration system is a system for managing an enterprise’s wage levels, wage structures, wage systems, wage forms, and wage benefits, aiming to ensure that they meet the goals of both the organization and its employees. Since wage management involves many aspects, it is one of the most difficult and challenging areas in human resource management. The primary task of a payroll management system is to ensure fair compensation. Companies attract, motivate, and retain capable employees to a large extent through their compensation systems. Compensation must be applied fairly to all relevant parties, and it should appear to be just. Given the characteristics of employee relations, internal pay equity may be more important, and job evaluation is the primary method for achieving internal equity. However, in order to maintain their ability for sustainable development, companies must offer competitive wage levels in the labor market, and they must always give priority to fairness towards outsiders. How to address the conflict between attracting talent and reducing costs is the focus and challenge of salary management systems.