David Ulrich's HRBP model has been widely used as the standard for the role of HR in organisations. But is there perhaps a key element that is either missed, or hidden that is critical the success of HR in organisations?

1. Is there something that David
Ulrich missed in his HRBP
model?
Or…
Have your managers got a pizza and ice
cream problem?
By Brian Fenton
brianf@aspiration.co.za
www.aspiration.co.za

2. Here is the model

3. So what is possibly missing?
• It could be that it is there, but it is hidden away.

4. It is strategic so it would have to be
reflected in the top two quadrants

5. Its not about assisting line managers to lead and facilitate change
but rather about actually changing management behaviour
Of course HRBP’s must still assist managers with facilitating organizational changes

6. It’s about changing behaviour
• So it is probably hidden in the Strategic Partner
quadrant
• It’s about changing management thinking and
behaviour
• Probably the closest descriptor is strategically manages
workforce development

7. This is what I’m not seeing…
A key strategic Role of the HRBP in
organisations is to facilitate management
accountability for people management.

8. When the subject of
HR or People
Development comes
up at the
management
meeting, who does
the senior manager
look at?
HR or the Line
Manager

9. An analogy in Finance
When the subject of budget expenditure comes up at the management meeting who reports back?
Yes the accountant may put the slide up, but managers are held accountable for budget control
Why should it be different for HR?
Are there not HR metrics that Line managers can reports on?

10. A key strategic Role of the HRBP in
organisations is to facilitate management
accountability for people management.
What is that
accountability?
Managers will say they are accountable for people management but
when you ask them what that means, often they are not sure.
A simple accountability definition would be as follows:
1. They have the budget for HR activities (Recruitment, Training
etc.) This is seldom the case. It is normally centralised
2. They are accountable to ensure that their direct reports are
competent and performing. To this end they coach, assess,
appraise and manage employees
3. They review and report on people metrics for their teams. How
many vacancies they have, competence and performance levels,
potential etc.

11. And why is this
important?
Management accountability means HR leverage. It means a high level of
organisation HR Maturity. Partnership means both parties take accountability.
So perhaps ask these questions?

12. HRBP’s need to partner with Line Management
and one of the ways they can do this is to
ensure that managers hold up their side of the
partnership
1. Are you defining what their side of the partnership is?
2. Are you supporting them in their HR Role (But not doing it
for them)?
3. Are you ensuring that they have the tools and systems to
do their HR work?
4. Are you ensuring that it does not take too much of their
time?
5. Are you making it easy for them?
6. Are you helping them to understand that this is not
something they do once they have finished everything else
(And if they still have time)?

13. The Pizza represents your job
Each slice is a different focus for
the job
You are under pressure to eat all
the slices
The ice cream dessert represents your
HR accountability as a Line manager.
Recruiting, developing, engaging and
managing performance of your direct
reports
You will eat the dessert once you have
finished the main course (Pizza)
providing you are still hungry enough
If not you will leave the dessert
How most managers view their accountability for coaching and assessing
their employees and taking ownership of people development
The Pizza and Ice Cream Example

14. The Pizza represents your job
Each slice is a different focus for the job
One of the slices is on the Hr and People
management, development and
engagement. There is no ice cream dessert
What REAL accountability for people management means
Competition and other global
trends are driving an increased
focus on talent. The skills of
people in organisations are a
critical new competitive
advantage
Managers have to take
responsibility for management
and development of their people
and they have to schedule time.

15. For watching
Please share if you think this was useful
Brian Fenton
Brianf@aspiration.co.za
www.aspiration.co.za