Creating a Mindset Shift


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HR's Role as a Business Partner and Value Generator - ANZ's HR move to a Strategic Business Partner Model.

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Creating a Mindset Shift

  1. 1. Creating a Mindset Shift: HR’s Role as a Business Partner and Value Generator Magesh Sambasivan ANZ13th Annual Asian Shared Services & Outsourcing Week Singapore
  2. 2. About ANZ• ANZ traces its origins to the Bank of Australasia, which opened its first office in Sydney in 1835. The bank established a Melbourne office in 1838, where ANZs world headquarters is located today at 833 Collins Street, Melbourne.• ANZ is a publicly listed company, and was incorporated on 14 July 1977 in Australia.• We are among the top five companies in Australia, and we are the number one bank in New Zealand.• We have assets of AUD$476.99 billion.• We operate in more than 32 countries across Australia, New Zealand, the Pacific, Europe, Dubai, USA and Asia including our technology and operations centre in Bangalore, India.• We have more than 5.7 million personal banking customers worldwide.• We employ more than 40,000 people around the world. 2
  3. 3. Evolution of the HR function STRATEGIC PARTNER BUSINESS PARTNER • Talent Management BUSINESS • Performance Management FUNCTION • Recruiting • Competency management • Total Rewards • Personnel • Change Management • Learning & • Administration Development • Coaching • Payroll • Organisation • Culture agent • Benefits design • Shared Services Model • Employee relations • Communication • HRIS 5+ years 3
  4. 4. HR Transformation checklist• Have a clear business case• Get the structure right• Clarify the roles• Review and redeploy HR processes• Get the technology right• Communicate to the business• Agree on milestones and performance indicators• Start small 4
  5. 5. HR Readiness for the transition• Prepare HR for change – practice what you preach• Define skill requirements for roles• Invest in training HR staff - project management skills, consulting skills, contracting skills, customer service skills etc• Have career paths in place• Staff the right person in the right role• Every role is important. Ensure that there is no ‘‘assumed” hierarchy of roles 5
  6. 6. Key Success Factors• Communicate – Draft communications from the end user perspective• Customise – The same approach may not always work across all business units, employee groups and line managers• Complement – Ensure that the various HR roles complement each other• Customer feedback – Seek and work on customer feedback• Challenge – Question status quo• Cultural change – Moving to a Strategic Business Partner Model is a cultural change 6
  7. 7. Four Roles of a HRBP 7
  8. 8. Balancing tensions between the four roles 8
  9. 9. How to succeed as a HRBP• Take an interest in the key business performance measures• Speak the business language and not just HR• Get involved in the business planning process• Ensure that the personal objectives of strategic HR partners (and perhaps those in centres of excellence) are aligned to the objectives of the managers of the relevant business areas• Build teamwork within the HR community through joint projects• Understand that you represent HR and the business. Not HR or the business 9
  10. 10. How to succeed as a HRBP (Contd.)• Allow HR CoE and Shared Services to interact with the business• Be aware of and in line with the market trends• Realise that you are still accountable for delivery• Learn to let go• Think customer. The customer is the business’ customer and not the user of HR services• Use business relevant metrics• Focus on organisational effectiveness and not operational efficiency 10
  11. 11. Thank You 11