Human Resource Business Partnering Skills
Public Workshop Conducted on December 9-10, 2013.
A strategic HR business partner is more than just a new title. It takes the right mix of business acumen and HR mastery combined with a keen set of consulting skills which are not required in a traditional HR role.
For more information: info@narejohr.com
3. Key
Learning
Objec7ves
1. Leverage
an
assessment
to
evaluate
your
HRBP
competencies
2. Set-‐up
a
strategic
partnership
with
internal
clients
3. Develop
HR
Business
Partnering
skills
(influencing,
leading
change,
consul5ng,
and
managing
internal
HR
Projects)
4. Gain
an
understanding
of
the
8D
problem
solving
process
5. Evaluate
the
HR
Business
Partnership
using
good
prac>ce
guidelines
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4. HR
Business
Partnering
Skills:
• Overview
– A
liQle
of
the
history
of
business
partner
– Business
partnering
as
a
formal
set
of
strategic
skills
• Part
1
-‐
Shaping
the
Business
Partnership
– 1.1
Posi>oning
the
Partnership
– 1.2
SeRng
Up
the
Partnership
Func>on
• Part
2
-‐
Developing
a
Professional
Edge
– 2.1
Influencing
and
Leading
Change
– 2.2
Key
Consultancy
Skills
– 2.3
Managing
Projects
and
Reviewing
Performance
• Part
3
-‐
Benchmarking
Your
Progress
– 3.1
Measuring
Your
Impact
– 3.2
Business
Cases
and
Conclusion
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5. HR
Business
Partnering
Skills:
• Overview
– A
liQle
of
the
history
of
business
partner
– Business
partnering
as
a
formal
set
of
strategic
skills
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6. A
liQle
of
the
history
Approximate
Dates
Key Business
Issues
HR Role
1970s-1990s
Organic Growth
New Technologies
n
Diversification
n
Productivity
n
1940s-1970s
n
n
1920s-1930s
Competition
n
Negotiations
n
Downsizing
n
Leadership
n
Change Programs
n
International
Competition
n
Hiring, Training, and
Caring for Employees
n
Survival
n
Shift to Service
n
Globalization
n
Talent Development
n
Innovation
n
Strategic Capabilities
n
2000
Title for Role
Reinvention
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n
n
n
n
Personnel
Employee
Relations/Labor
Relations
Human
Resources
Performance
Management/Rewards
n
HR Business
Partner/CCO
7. Ulrich’s
matrix
Future/Strategic
focus
Strategic
partner
Change
agent
Processes
People
Administra>ve
expert
Employee
champion
Day-‐to-‐day/Opera>onal
focus
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8. Ulrich s
Human
Resource
Champions
(1997)
Four
Roles
for
HR
– Administra>ve
Expert
– Employee
Champion
– Change
Agent
– Strategic
Partner
When
HR
professionals
work
as
strategic
partners,
they
work
with
line
managers
to
ins5tute
and
manage
a
process
that
creates
an
organiza5on
to
meet
business
requirements.
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9. Business
Partner
‘‘someone
who
maintains
a
strong
connec>on
with
employees
and
the
opera>onal
side
of
the
business,
while
focusing
on
strategic
goals
and
influencing
through
others’’
(Kenton
&
Yarnall,
2006).
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11. Working
alongside
managers
in
the
business
What
is
currently
on
your
CEO’s
Agenda?
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What
are
HR’s
Impera>ves?
12. CEO
Agenda
1. Cash
is
king
2. Driving
down
costs
3. Increasing
produc>vity
4. Increasing
revenues
5. Improving
margins
alue
. Increasing
shareholder
v
6
. Increasing
market
share
7
t
hain/supplier
managemen
8. Supply
c
9. Regula>on
10. Benchmarking
11. Crea>ng
a
Legacy
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13. HR
Impera>ves
1. Talent
spoRng
t
2. Leadership
developmen
3. Capability
alignment
4. Succession
planning
force
. Building
an
engaged
work
5
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14. Business
partnering,
a
set
of
strategic
skills
Role
of
the
HR
Professional
Areas
of
interest
Transac7onal
Approach
Recrui>ng,
training,
pay,
work
rela>ons
Strategic
Approach
View
of
the
organisa>on
Client
Micro
Macro
Employees
Status
in
the
organisa>on
Educa>onal
requirements
Rather
weak
Managers
and
the
organisa>on
as
a
whole
Rather
strong
Specialist
in
human
resource
management
General
HR
educa>on
with
management
experience
or
general
manager
with
HR
experience
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Strategy
and
culture
of
the
organisa>on
and
policy
Source:
M.
Green,
Public
Personnel
Management,
Spring
(2002).
15. Business
partnering,
a
set
of
strategic
skills
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16. HR
Business
Partnering
Skills:
• Overview
– A
liQle
of
the
history
of
business
partner
– Business
partnering
as
a
formal
set
of
strategic
skills
• Part
1
-‐
Shaping
the
Business
Partnership
– 1.1
Posi>oning
the
Partnership
– 1.2
SeRng
Up
the
Partnership
Func>on
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17. Abdul
Rashid,
a
man
with
challenges
Expansion
Succession
Cost
Control
New
Technologies
Opera>ons
Director
at
Horizon
Fer>lizer.
Objec>ve:
maintain
efficient
produc>on
while
building
for
the
future
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18. What
Abdul
Rashid
is
used
to
Iden>fy
Issue,
Define
Solu>on,
Submit
request
Wait
Respond
to
query
Wait
Find
temporary
solu>ons
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HR
• Right
solu>on?
• Future-‐proof?
• Meets
business
needs?
• Most
efficient?
• Could
it
be
done
beQer?
19. What
Abdul
Rashid
is
used
to
Expansion
Tell
me
what
resources
you
need
and
we
will
hire
them…just
fill
out
these
forms…but
you
just
need
to
screen
the
CVs
I
send
you
and
do
all
the
interviews
HR
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20. What
Abdul
Rashid
is
used
to
New
Technologies
Oh
yes…new
technology…I
don’t
understand
chemicals,
just
tell
me
exactly
what
educa>on,
experience
and
competencies
you
need.
HR
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21. What
Abdul
Rashid
is
used
to
Succession
Succession
problems,
huh?
What
skills
do
you
need,
where
should
I
look
for
them,
fill
out
this
form,
don’t
you
know
someone
in
your
network?
HR
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22. What
Abdul
Rashid
is
used
to
What
is
your
budget?
Cost
Control
I
don’t
really
know
about
financial
things
–
I’m
in
HR
HR
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23. A
different
model?
HR
Business
what??
Partner?
What’s
different?
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Hello,
I’m
Sara,
your
HR
Business
Partner
24. 1.1
Posi7oning
the
Partnership
A. What
are
you
seeking
to
achieve?
B. Understand
current
percep>ons
(your
brand
image)
C. Developing
your
marke>ng
plan
D. Posi>oning
Checklist
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25. “the
intangible
sum
of
a
product’s
aSributes”
David
Ogilvy
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26. How
does
Abdul
Rashid
perceive
HR?
HR
• __________________
• __________________
• __________________
• __________________
• __________________
• __________________
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27. Mark
Twain
“If
you
don’t
know
where
you
are
going,
you
may
not
like
it
when
you
get
there.”
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28. B
A
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29. A.
What
are
you
seeking
to
achieve?
• Strategic
alignment
–
to
improve
the
alignment
of
people
management
prac>ce
with
business
goals
–
to
help
managers
understand
their
people
in
the
context
of
the
organisa>on
• Service
–
to
provide
an
accessible
point
of
contact
for
clients
–
to
improve
overall
service
levels
• Financial
–
to
provide
improved
services
at
no
extra
cost
–
to
control
burgeoning
costs
on
externals.
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B
30. B.
Understand
current
percep7ons
(your
brand
image)
• What
reputa>on
already
exists
about
your
group?
• What
value
do
you
currently
bring?
• If
you
were
offering
a
service
under
another
guise
(Business
Partnering),
how
might
that
impact
on
your
credibility
for
the
new
service?
A
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31. C.
Developing
your
marke7ng
plan
Awareness
of
the
products
and
services
Expressing
an
interest
Raising
an
issue
that
may
require
your
service
Recognizing
competence
and
value
Trus>ng
you
to
do
the
job
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32. D.
Posi7oning
Checklist
q What
are
the
business
drivers
for
moving
to
a
Partnership
model?
q What
are
the
strategic
objec>ves
you
need
to
align
with?
q How
well
does
the
Partnership
role
support
the
cultural
aims
of
the
business?
q Can
you
ar>culate
what
you
can
offer
your
clients?
q What
are
your
client’s
percep>ons
of
you
and
your
role?
q What
brand
image
are
you
seeking
to
achieve?
q What
service
do
you
provide?
q How
clear
is
your
marke>ng
strategy?
q Where
is
your
client
posi>oned
in
terms
of
your
role?
q What
successes
can
you
market
as
case
studies?
q How
effec>vely
do
you
leverage
available
promo>onal
opportuni>es?
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34. 1.2
SeZng
up
the
Partnership
Func7on
A. What
do
business
partners
actually
do?
B. Partnerships
structuring
op>ons?
C. Challenge
for
exis>ng
HR
personnel
D. A
framework
for
working
collabora>vely
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35. 1.2
SeZng
up
the
Partnership
Func7on
•
•
•
•
Dissa>sfac>on
of
internal
clients
with
present
service
Pressure
to
drive
down
HR
costs
Increasing
need
for
strategic
HR
advice
Commitment
of
Senior
Management
Opera>onal
HR
Services
A
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B
Strategic
Business
Partnerships
• Line
Manager
capability
and
readiness
• Reluctance
of
Managers
to
take
on
“HR”
issues
• Lack
of
strategic
skills
within
HR
func>on
• Pressure
of
increased
opera>onal
issues
36. A.
What
do
business
partners
actually
do?
Future/Strategic
focus
Talent planning
n Talent development
n Performance management
n Executive succession
n Shared services
n HRIS Needs
n Outsourcing/offshoring
n Acquisition assessment
n Managing diversity
n
Processes
Compensation/benefits
n Recruiting
n Hiring/firing
n Data reporting
n Relocation
n Orientation and training
n Labor law
n Policy management
n
System Strategic alignment
n Organization architecture
n Globalization
n Organizational learning
n Cultural integration
n Change leadership
n Capability creation
n Board relations
n
Productivity guidance
n Discipline
n Grievance
n Counseling
n Team effectiveness
n Conflict Management
n Trade Union Negotiations
n Advice on redundency
n
Day-‐to-‐day/Opera>onal
focus
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People
37. B.
Partnerships
structuring
op>ons?
• Outsourcing
day-‐to-‐day
administra>ve
func>ons;
• More
effec>ve
use
of
Informa>on
Technology;
• SeRng
up
a
service
centre;
• Devolving
responsibility
to
line
management
for
HR
processes.
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38. Model
Prerequisites
1.
•
Business Partners as process
consultants, with specialist and
transactional HR provided
centrally or outsourced
•
•
2.
Business Partners as process
and specialist providers, with
transactional HR reporting into
them
•
•
•
3.
4.
Business Partners as process
consultants with specialist
transactional HR provided
centrally, and a local HR
Adviser as a focal point for
transactional issues
▪
Business Partners working
alongside the line on specialist
and transactional issues using
a process consulting approach
▪
▪
▪
▪
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Benefits
Effective central or outsourced
provision of transactional HR
Line managers understand and
value process consulting
Business Partners able to
access strategic issues
•
Effective provision of
transactional HR
Line managers value specialist
input along with process
consulting
Business Partners establish
clear role boundaries with
transactional HR
•
Line managers understand and
value process consulting
Effective central provision of
specialist services
Business Partners able to
access and clarify strategic
issues
Line managers need a one-stop
service
Transactional issues are interlinked with specialist advice and
strategic intent
▪
•
•
•
•
•
▪
▪
▪
▪
Ability to build strong working
relationships
Gains an in-depth
understanding of the business
issues
Ideally positioned to influence
change without distractions
In touch with the day-to-day HR
issues
Ability to tailor the specialist
advice directly to the client
Ability to build strong working
relationships
Gains an in-depth
understanding of the business
issues
Line managers feel supported
on transactional issues
Ability to build strong working
relationships
Gain an in-depth understanding
of the business issues
Suited to a smaller organisation
Involvement in all areas gives a
greater understanding of the
whole
39. Process
Consultant?
I’m
here
to
understand
your
current
issues,
barriers
to
achieving
your
strategic
goals,
and
to
iden>fy
ways
HR
can
facilitate
you
in
overcoming
these
issues.
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…like
an
“Internal
Consultant”
40. Process
Consultant?
External
Internal
Credibility through brand status and previous
experience
Broad business perspective – bringing new
ideas
Limited organisation-specific knowledge,
possibly at content level only – ‘Not made here’
Perceived as objective
Credibility through history of
interactions within the business
Deep organisational perspective
Special/different
Understands its culture, language
and deeper symbolic actions
Perceived as an organisational
‘agent’
The same
Low investment in final success
High investment in final success
Meets client’s agenda
Meets corporate agenda – which
may not be client’s
Knows the people, but may have
preconceptions
Free, accessible, and available
Needs time to understand the people – may
misinterpret actions and interpersonal dynamics
‘On the clock’ – timed, expensive, rare and
rationed
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41. Model
1:
business
partners
as
process
consultants
working
alongside
the
line,
with
specialist
and
transac7onal
HR
provided
centrally
or
outsourced
•
•
•
Introduced
HRBP
Model
in
2001
Three
components:
1.
A
centralised
HR
Service
Centre
which
carries
out
the
transac>onal
HR
processes;
2.
Centres
of
excellence,
comprised
of
groups
of
specialist
advisors
working
in
two
main
areas:
(a)
Resourcing
and
learning;
(b)
HR
specialist
prac>ce
which
covers:
–
equality
and
diversity
–
talent
management
–
pensions.
Today
CoE’s
prime
role
is
to
develop
policy
and
processes
to
support
the
business,
but
with
a
delivery
capability.
3.
The
Business
Partner
team,
who
work
alongside
the
business
opera>on.
72,000
people
in
Barclays,
1000
are
in
HR:
~
400
are
in
the
Service
Centre
/130
CoE/Rest
are
BPs
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42. Model
2:
business
partners
as
process
and
specialist
providers
working
alongside
the
line,
with
transac7onal
HR
repor7ng
in
to
them
• Expert
role
+
Process
consultant
– Some
or
all
may
have
exper>se
in
mergers
and
acquisi>ons,
or
talent
management,
which
they
draw
to
influence
strategy
in
those
par>cular
areas.
– This
is
likely
to
be
an
easier
transi>on
in
companies
not
familiar
with
the
benefits
of
process
consul>ng,
as
the
HR
Business
Partner
will
be
perceived
to
be
bringing
something
specific
to
the
table.
– Typically
in
this
model,
the
BP
has
a
higher
status
in
HR
and
keeps
in
touch
with
the
day-‐to-‐day
ac>vi>es
by
having
the
transac>onal
HR
roles
repor>ng
to
them.
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43. Model
3:
business
partners
as
process
consultants
working
alongside
the
line,
with
specialist
and
transac7onal
HR
provided
centrally,
and
a
local
HR
adviser
as
a
focal
point
for
transac7onal
issues
• Like
Model
1,
BP
has
no
transac>onal
du>es
or
par>cular
exper>se
and
is
free
to
operate
strategically.
• Where
it
differs
from
model
1
is
that
it
has
the
benefit
of
not
leaving
line
managers
feeling
unsupported
in
terms
of
opera>onal
HR
and
not
crea>ng
a
hierarchy
between
Business
Partners
and
Opera>onal
HR.
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44. Model
4:
business
partners
working
alongside
the
line
on
specialist
and
transac7onal
issues
using
a
process
consul7ng
approach
• ‘‘but
that’s
not
a
Business
Partner!’’
• More
suited
for
smaller
organisa>ons
which
don’t
have
a
requirement
for
large
HR
service
centres.
• Work
differs
liQle
from
that
of
more
tradi>onal
HR
Managers
except
for
the
way
of
working
with
managers:
BPs
are
more
facilita>ve
and
aim
to
develop
self-‐
sufficiency
amongst
the
line
by
using
a
coaching
approach.
• BUT…s>ll
difficult
to
be
proac>ve
with
the
business
due
to
heavy
opera>onal
workload.
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45.
s
C.
Challenge
for
exis7ng
HR
personnel
Strong
understanding
of
prevailing
cultural
norms
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May
also
be
‘‘blind’’
to
cultural
norms
46. How
a
Business
Partner
does
it
May
I
have
a
few
minutes
of
your
>me?
I’d
like
to
understand
your
func>onal
area
of
the
business
beQer
and
the
type
of
issues
you
are
tackling
at
the
moment.
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47. D.
A
framework
for
working
collabora7vely
•
•
•
•
•
•
•
Context
Overview
Needs
of
the
Client
Symptoms
Underlying
issues
Long-‐term
likely
effects
Tasks
and
>mescales
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48. How
a
Business
Partner
does
it
NEEDS:
It
seems
this
is
a
par>cularly
challenging
>me
for
you.
What
would
make
this
situa>on
beQer
for
you
and
others?
OVERVIEW:
What
is
happening
at
the
moment?
CONTEXT:
What
is
the
main
purpose
of
the
team/unit?
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49. How
a
Business
Partner
does
it
TASKS
and
TIMESCALES:
So…What
needs
to
happen
next?
LONG-‐TERM
EFFECTS:
What
is
the
likely
impact
if
this
issue
con>nues?
UNDERLYING
ISSUES:
What
else
is
contribu>ng
to
this
problem
or
issue?
SYMPTOMS:
What
has
you
no>ced
specifically
that
is
happening
in
rela>on
to
this
issue?
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50. HR
Business
Partnering
Skills:
• Overview
– A
liQle
of
the
history
of
business
partner
– Business
partnering
as
a
formal
set
of
strategic
skills
• Part
1
-‐
Shaping
the
Business
Partnership
– 1.1
Posi>oning
the
Partnership
– 1.2
SeRng
Up
the
Partnership
Func>on
• Part
2
-‐
Developing
a
Professional
Edge
– 2.1
Influencing
and
Leading
Change
– 2.2
Key
Consultancy
Skills
– 2.3
Managing
Projects
and
Reviewing
Performance
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51. 2.1
Influencing
and
Leading
Change
A. What
kinds
of
change
are
you
likely
to
be
involved
in?
B. Dealing
with
resistance
to
change
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52. A.
What
kinds
of
change
are
you
likely
to
be
involved
in?
• Implemen>ng
and
facilita>ng
mergers/acquisi7ons
and
partnerships;
• Restructuring
part
or
all
of
the
company;
• Introducing
company-‐wide
policies
or
systems;
• Cultural
change;
• Reward
and
remunera7on
programmes;
• Implemen>ng
people
development
strategies;
• Recruitment
and
reten7on
strategies;
• Strategy
on
implemen>ng
legisla>ve
requirements
–
e.g.
around
diversity;
• Business
process
improvements.
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53. B.
Dealing
with
resistance
to
change
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54. 2.2
Key
Consultancy
Skills
A. What
is
internal
consultancy?
B. The
consultancy
cycle
(Ford
8D)
C. The
importance
of
contrac>ng
① What
to
contract/agree
upon?
② Avoid
some
of
the
piyalls
of
contrac>ng
③ Reaching
an
impasse
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55. A.
What
is
internal
consultancy?
‘‘A
2-‐way
interac8on
–
a
process
of
seeking,
giving
and
receiving
help’’
(LippeQ
&
LippeQ,
1986)
‘‘A
person
in
a
posi8on
to
have
some
influence
over
an
individual,
group
or
organisa8on,
but
who
has
no
direct
power
to
make
changes’’
(Block,
2000)
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56. B.
The
consultancy
cycle
(Ford
8D)
CONSULT
8D
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57. Problem
Solving
(Ford
8D)
Sara
builds
rela>onships
with
managers
and
key
staff,
working
WITH
them
to
analyze
and
plan
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58. Problem
Solving
(Ford
8D)
“CONSULT”
Sara
researches
relevant
competencies
and
develops
a
vision
of
how
the
new
workforce
will
look
and
operate
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59. Problem
Solving
(Ford
8D)
A
manager
is
recruited
with
the
technological
skills
and
together
they
plan
the
recruitment
&
development
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60. Problem
Solving
(Ford
8D)
Consul>ng
Cycle
Analysis:
Sara
realizes
that
workforce
planning
is
not
being
linked
to
business
need
–
HR
is
not
engaged
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61. Problem
Solving
(Ford
8D)
Sara
and
Abdul
Rashid
develop
on-‐the-‐job
mentoring
involving
lab
managers
and
technologists
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62. Problem
Solving
(Ford
8D)
Sara
&
Abdul
Rashid
develop
workforce
planning
data
and
processes
linked
to
business
and
technology
forecasts
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63. Problem
Solving
(Ford
8D)
Workforce
Reviews
are
scheduled
as
part
of
rou>ne
management
processes
and
become
embedded
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64. Problem
Solving
(Ford
8D)
Sara
wins
confidence
and
support
of
internal
customers
who
are
encouraged
to
con>nue
working
in
a
smarter
way
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65. C.
The
importance
of
contrac7ng
• To
avoid
unrealis>c
expecta7ons
or
misunderstandings
• Focus
on
‘‘what’’
(different
elements
of
a
project),
and
‘‘how’’
(the
HRBP-‐Client
rela>onship)
• Benchmark
for
assessing
the
effec>veness
project
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66. C.1
What
to
contract/agree
upon?
• Agree
on
objec7ves
and
the
overall
scope
of
the
work
• Set
7mescales
and
plan
the
phases
of
work
• Agree
who
has
responsibility
for
each
aspect
of
work
• Agree
on
data
gathering
methods
and
access
issues
• Agree
how
the
work
will
be
communicated
• Outline
the
financial
implica>ons
• Detail
other
resource
alloca>ons
• Outline
any
dependencies
and
risks
that
may
affect
the
intended
outcomes
• Establish
a
review
process
and
a
process
for
re-‐nego7a7on
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67. C.2
Avoid
some
of
the
pigalls
of
contrac7ng
• Perceiving
contrac>ng
to
be
an
up-‐front
ac>vity
• Straying
too
far
into
data
gathering
• Star>ng
to
carry
out
work
before
a
contract
is
agreed
• Ac>ng
unprofessionally
• Ignoring
a
lack
of
commitment
from
the
client
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68. C.3
Reaching
an
impasse
The
client
says:
‘‘Why
don’t
you
think
it
over
and
get
back
to
me?’’
The
client
means:
I
want
you
to
do
it
the
way
I’m
sugges>ng.
The
client
says:
‘‘Lets
gather
some
more
evidence’’
The
client
means:
I
don’t
agree
so
you
can
prove
it
if
you
like.
The
client
says:
‘‘Right’’
or
nothing
at
all
The
client
means:
I’m
confused
and
don’t
really
understand
what
you’re
saying.
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69. 2.3
Managing
Projects
and
Reviewing
Performance
A. So
what
is
project
management?
B. Six
Project
Management
Phases
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70. A.
So
what
is
project
management?
Project
Management
is
having
a
clear
and
structured
process
for
u>lizing
the
resources
of
the
organisa>on,
in
order
to
achieve
a
defined
objec>ve
within
a
set
of
constraints.
Project
=
Defined,
achievable
output
Program
=
A
collec>on
of
inter-‐related
projects
to
drive
Behavior
Change
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71. B.
Six
project
management
phases
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72. Sara’s
Working
Day
Understand
Opera>ons-‐
plans,
issues,
needs
Liaison
with
HR
specialists/suppliers
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Translate
into
HR
needs
and
then
deliver
outcomes
&
work
on
long-‐
term
process
improvements
73. How
does
Abdul
Rashid
perceive
HR
now?
• __________________
• __________________
• __________________
• __________________
• __________________
• __________________
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74. Business
Partner
vs
“Tradi>onal”
“Tradi7onal”
Process
and
Respond
Task
responsibility
–
once
done,
it’s
done
Business
Partner
Analyze
and
Manage
Top-‐down
High
value
Strategic
Process
and
outcome
ownership
Success
is
performing
task
Business
outcome
is
the
key
success
measure
Focus
is
on
HR
Func7on
Con7nuous
business
performance/improvement
HR
Process
Knowledge
Business
Knowledge
is
more/equally
important
BoQom-‐up
Limited
value
Non-‐strategic
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75. From
Low
to
High
Value
BUSINESS
PARTNER
Improve
process
VALUE
Iden>fy
need
Manage
outcome
Specify
solu>on
HR
OFFICER
Perform
ac>on
RESPONSIBILITY
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Report
&
measure
76. How
a
Business
Partner
does
it
Succession
Expansion
New
Technology
Cost
Control
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77. HR
Business
Partnering
Skills:
• Overview
– A
liQle
of
the
history
of
business
partner
– Business
partnering
as
a
formal
set
of
strategic
skills
• Part
1
-‐
Shaping
the
Business
Partnership
– 1.1
Posi>oning
the
Partnership
– 1.2
SeRng
Up
the
Partnership
Func>on
• Part
2
-‐
Developing
a
Professional
Edge
– 2.1
Influencing
and
Leading
Change
– 2.2
Key
Consultancy
Skills
– 2.3
Managing
Projects
and
Reviewing
Performance
• Part
3
-‐
Benchmarking
Your
Progress
– 3.1
Measuring
Your
Impact
– 3.2
Business
Cases
and
Conclusion
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78. 3.1
Measuring
Your
Impact
A. What
gets
in
the
way?
B. Good
prac>ce
guidelines
and
models
for
evalua>on
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79. A.
What
Gets
in
the
Way?
Fear
of
NETWORKING
• Manipula>ve;
• More
of
a
selling
job
than
anything
else;
• Seems
false;
• People
will
think
– I’m
pushy;
– I’ve
got
nothing
beQer
to
do;
• It’s
about
small
talk
and
– I
haven’t
got
>me
for
that;
– managers
haven’t
got
>me
for
that.
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80. Networking skill/behaviour
A genuine interest in other people
Understanding of the business and issues facing the organisation
Understanding of the culture and ‘‘way things are done around here’’
Good listening skills
Aware of own body language and the impact on other people
Ability to ask pertinent questions
Sharing knowledge and information with others
Willing to disclose your understanding of the culture of the organisation
Able to read body language and what’s really being said
Sensitive and tactful when dealing with others
Ability to remember people on a personal as well as professional level
Able to engage in small talk
Proactive in meetings and getting to know those who are new to the
organisation
Gets back to people when promised on an issue
Good at showing appreciation of others
Facilitates introductions of other people
Easy and approachable style of communication
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Lets people know how to contact you
Do it well
now
Need to
Improve
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
□
81. B.
Good
prac7ce
guidelines
and
models
for
evalua7on
•
•
•
•
Benchmarking
Balanced
scorecard
Sa>sfac>on
surveys
Ac>vity
tracking.
Finance
(e.g.
revenue
growth
and
cost
improvements)
Customer
(e.g.
sa>sfac>on
measures,
market
share)
Internal
processes
(e.g.
opera>onal
efficiency)
Learning
and
growth
(e.g.
employee
sa>sfac>on,
skill
levels).
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82. Where
should
you
spend
your
>me?
q Building
rela>onships/customer
service
q General
administra>on
q Resourcing
q Policy
and
Planning
q Compensa>on
and
Benefits
q Training
and
Development
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84. 3.2
Business
Cases
and
Conclusion
!
Line Manager Assessment of HRBP Competencies
!
!
The Corporate Leadership Council has developed this assessment for line managers to evaluate the performance of their HRBPs
!
!
!
!
!
!
!
Your Name:
Your HR Business Partner Name:
!
1. My HRBP demonstrates significant knowledge of our organization, products, and the external market.
!
!
Disagree
I. Knowledge
Neither Agree
nor Disagree
Agree
!
!
!
!
2. My HRBP demonstrates understanding of the human capital issues related to my organization and industry.
!
!
Disagree
!
!
4. My HRBP has the understanding of the practical techniques needed to execute on HR strategies.
!
!
Agree
!
!
!
!
Neither Agree
nor Disagree
Agree
!
1. My HRBP provides creative solutions to our pressing workforce problems.
!
!
!
Disagree
!
!
!
!
!
II. Skills
!
!
Neither Agree
nor Disagree
!
!
Disagree
!
!
!
!
!
!
Disagree
3. My HRBP articulates knowledge of potential strategies to solve long-term HR problems.
!
!
!
!
2. My HRBP effectively uses metrics in making business cases and assessing the performance of HR programs.
!
Disagree
!
3. My HRBP takes the initiative in proposing new business and HR strategies.
!
!
Disagree
4. My HRBP makes a persuasive case about the need for new workforce HR strategies.
!
!
!
Disagree
Neither Agree
nor Disagree
!
!
!
!
Neither Agree
nor Disagree
!
Neither Agree
nor Disagree
!
!
Neither Agree
nor Disagree
!
!
Neither Agree
nor Disagree
Agree
!
!
!
!
!
Agree
!
!
Agree
!
!
!
Agree
!
!
!
Agree
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!GROWING BUSINESSES!THROUGH PEOPLE!ONE BRAIN AT A TIME
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Source:
Corporate
Leadership
Council,
HR–Line
Support
Effec>veness
Survey
85. !
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!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!GROWING BUSINESSES!THROUGH PEOPLE!ONE BRAIN AT A TIME
86. HR
must
give
value,
or
give
no>ce.
“HR
should
not
be
defined
by
what
it
does,
but
by
what
it
delivers
–
results
that
enrich
the
organiza>on's
value
to
customers,
investors
and
employees.”
David
Ulrich
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87. There
are
not
paths,
no
roads
ahead
of
us.
In
the
final
analysis,
it
is
the
walking
that
beats
the
path
–
it
is
not
the
path
that
makes
the
walk.
Poet Machada in the 5th
Discipline – Senge (1990)
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