HR Business Partnering Skills


Published on

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:

Published in: Business, Technology
No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

HR Business Partnering Skills

  1. 1. Human     esource   R Business  Partnering  Skills   Lead Consultant, NarejoHR Pvt. Ltd. Seasoned HR Professional Author Workplace Sanity(DAWN)
  2. 2. Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   Passion   Cer>fica>on   Educa>on   Rahila  Narejo  
  3. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  4. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  5. 5. HR  Business  Partnering  Skills:     •  Overview   –  A  liQle  of  the  history  of  business  partner   –  Business  partnering  as  a  formal  set  of  strategic  skills   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  6. 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 Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   n  n  n  n  Personnel Employee Relations/Labor Relations Human Resources Performance Management/Rewards n  HR Business Partner/CCO
  7. 7. Ulrich’s  matrix     Future/Strategic  focus   Strategic partner     Change   agent   Processes     People     Administra>ve   expert   Employee   champion Day-­‐to-­‐day/Opera>onal  focus   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved    
  8. 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.   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  9. 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).     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  10. 10. Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  11. 11. Working  alongside  managers  in  the  business   What  is   currently  on   your  CEO’s   Agenda?   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   What  are  HR’s   Impera>ves?  
  12. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  13. 13. HR  Impera>ves   1.  Talent  spoRng   t   2.  Leadership  developmen 3.  Capability  alignment   4.  Succession  planning     force   .  Building  an  engaged  work 5   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  14. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   Strategy  and  culture  of  the   organisa>on  and  policy   Source:  M.  Green,  Public  Personnel   Management,  Spring  (2002).    
  15. 15. Business  partnering,  a  set  of  strategic  skills   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  16. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  17. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  18. 18. What  Abdul  Rashid  is  used  to   Iden>fy  Issue,   Define  Solu>on,   Submit  request   Wait   Respond  to  query   Wait   Find  temporary   solu>ons   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   HR   •  Right  solu>on?   •  Future-­‐proof?   •  Meets  business   needs?   •  Most  efficient?   •  Could  it  be   done  beQer?  
  19. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  20. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  21. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  22. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  23. 23. A  different  model?   HR  Business   what??  Partner?   What’s  different?   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   Hello,  I’m   Sara,  your  HR   Business   Partner  
  24. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  25. 25. “the  intangible   sum  of  a  product’s   aSributes”   David  Ogilvy     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  26. 26. How  does  Abdul  Rashid  perceive  HR?   HR   •  __________________   •  __________________   •  __________________   •  __________________   •  __________________   •  __________________   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  27. 27. Mark  Twain   “If  you  don’t  know  where  you   are  going,  you  may  not  like  it   when  you  get  there.”     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  28. 28. B   A   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  29. 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.   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   B  
  30. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  31. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  32. 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?     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  33. 33. Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  34. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  35. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   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. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   People    
  37. 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.     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  38. 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   ▪  ▪  ▪  ▪  Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   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. 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.   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   …like  an   “Internal   Consultant”  
  40. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  41. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  42. 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.   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  43. 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.   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  44. 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.     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  45. 45.   s   C.  Challenge  for  exis7ng  HR  personnel   Strong   understanding   of  prevailing   cultural  norms   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   May  also  be   ‘‘blind’’  to   cultural  norms  
  46. 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.   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  47. 47. D.  A  framework  for  working   collabora7vely   •  •  •  •  •  •  •  Context     Overview     Needs  of  the  Client     Symptoms     Underlying  issues     Long-­‐term  likely  effects     Tasks  and  >mescales   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  48. 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?     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  49. 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?     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  50. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  51. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  52. 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.     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  53. 53. B.  Dealing  with  resistance  to  change   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  54. 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       Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  55. 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)   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved    
  56. 56. B.  The  consultancy  cycle  (Ford  8D)   CONSULT   8D   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  57. 57. Problem  Solving  (Ford  8D)   Sara  builds   rela>onships  with   managers  and  key   staff,  working   WITH  them  to   analyze  and  plan   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  58. 58. Problem  Solving  (Ford  8D)   “CONSULT”   Sara  researches   relevant   competencies  and   develops  a  vision  of   how  the  new   workforce  will  look   and  operate   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  59. 59. Problem  Solving  (Ford  8D)   A  manager  is   recruited  with  the   technological   skills  and  together   they  plan  the   recruitment  &   development   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  60. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  61. 61. Problem  Solving  (Ford  8D)   Sara  and  Abdul   Rashid  develop   on-­‐the-­‐job   mentoring   involving  lab   managers  and   technologists   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  62. 62. Problem  Solving  (Ford  8D)   Sara  &  Abdul   Rashid  develop   workforce   planning  data  and   processes  linked   to  business  and   technology   forecasts   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  63. 63. Problem  Solving  (Ford  8D)   Workforce  Reviews   are  scheduled  as   part  of  rou>ne   management   processes  and   become  embedded   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  64. 64. Problem  Solving  (Ford  8D)   Sara  wins   confidence  and   support  of  internal   customers  who  are   encouraged  to   con>nue  working   in  a  smarter  way   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  65. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  66. 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     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  67. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  68. 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.   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  69. 69. 2.3  Managing  Projects  and  Reviewing   Performance   A.  So  what  is  project  management?   B.  Six  Project  Management  Phases   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  70. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  71. 71. B.  Six  project  management  phases   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  72. 72. Sara’s  Working  Day   Understand   Opera>ons-­‐  plans,   issues,  needs   Liaison  with  HR   specialists/suppliers   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   Translate  into  HR     needs  and  then   deliver  outcomes   &  work  on  long-­‐ term  process   improvements  
  73. 73. How  does  Abdul  Rashid  perceive  HR  now?   •  __________________   •  __________________   •  __________________   •  __________________   •  __________________   •  __________________   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  74. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  75. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   Report  &   measure  
  76. 76. How  a  Business  Partner  does  it   Succession   Expansion   New  Technology   Cost  Control   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  77. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  78. 78. 3.1  Measuring  Your  Impact   A.  What  gets  in  the  way?   B.  Good  prac>ce  guidelines  and  models  for   evalua>on     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  79. 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.     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  80. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   Lets people know how to contact you   Do it well now   Need to Improve   □   □   □   □   □   □   □   □   □   □   □   □   □   □   □     □   □   □   □   □   □   □   □   □   □   □   □   □   □   □   □   □   □   □   □  
  81. 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).     Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  82. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  83. 83. Importance   Effec>veness   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  84. 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 Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   Source:  Corporate  Leadership  Council,  HR–Line  Support  Effec>veness  Survey  
  85. 85. ! Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved   !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!GROWING BUSINESSES!THROUGH PEOPLE!ONE BRAIN AT A TIME
  86. 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   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved  
  87. 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)   Copyright  NarejoHR  (Pvt.)  Ltd.  All  Rights  Reserved