Ms.Jayantika Dave


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Ms.Jayantika Dave

  1. 1. Jayantika Dave Vice-President, Human Resources Building Next Generation Business - HR Partnerships National HRD Network 20 May 2011
  2. 2. <ul><li>What are the roles that the HR Business Partner plays – & where should we invest? </li></ul><ul><li>What is the profile of a Best-in-Class HR Business Partner & how can you develop this? </li></ul><ul><li>How are successful HR and Business partnerships designed? </li></ul>Some questions to ponder….
  3. 3. Ingersoll Rand & where are we on our journey? <ul><li>$14 billion diversified industrial company </li></ul><ul><li>64,000 employees worldwide; 100 manufacturing facilities worldwide </li></ul><ul><li>Operate in every major geographic region </li></ul><ul><li>Strategic brands are #1 or #2 in their markets </li></ul><ul><li>4 business sectors: Climate Solutions; Industrial Technologies; Security Technologies & Residential Solutions </li></ul><ul><li>Have been operating as a holding company </li></ul><ul><li>Started on our journey to being ‘One Ingersoll Rand’! </li></ul>
  4. 4. Where Should HR Focus It’s Investment? <ul><li>Increased HR effectiveness drives improvement in talent and business unit outcomes. </li></ul><ul><li>The HR Business Partner (HRBP) is the HR position most directly linked to HR’s effectiveness at supporting the line - regardless of HR structure . </li></ul><ul><li>The HRBP role can be broken into - Strategic Partner, Operations Manager, Emergency Responder and Employee Mediator. </li></ul><ul><li>The Strategic Partner role is the key. </li></ul><ul><li>Both the profile of the person and the design of the job determine effectiveness at the strategic role. </li></ul>
  5. 5. The Four Roles that HR Business Partners Play <ul><li>HRBP’s must improve performance at the strategic role. </li></ul><ul><li>Additional investments in traditional HRBP roles will have minimal returns . </li></ul>Source: Corporate Leadership Council Strategic Partner (SP) 60% Crafts & implement enterprise-wide strategies <ul><li>Adjusting HR strategies to respond to changing needs </li></ul><ul><li>Developing the next generation of leaders </li></ul><ul><li>Identifying critical HR metrics </li></ul><ul><li>Redesigning structure around strategic objectives </li></ul><ul><li>Understanding the talent needs of the business </li></ul>Operation Manager (OM) 20% Measures & monitors existing policies <ul><li>Assessing employee attitudes </li></ul><ul><li>Communicating organization culture </li></ul><ul><li>Communicating policies & procedures </li></ul><ul><li>Ensuring programs are aligned with culture </li></ul><ul><li>Keeping the line updated on HR initiatives </li></ul>Employee Mediator (EM)10% Solutions to individual employee challenges <ul><li>Managing conflict between employees </li></ul><ul><li>Managing conflict between managers </li></ul>Emergency Responder (ER) 10% Provides immediate fixes to acute emergencies <ul><li>Quickly responding to complaints </li></ul><ul><li>Quickly responding to line manager questions </li></ul><ul><li>Responding to employee needs </li></ul><ul><li>Responding to manager needs </li></ul>
  6. 6. It is both the Person and the Job <ul><li>HRBP Enablers </li></ul>The Person – The skills, background and development experiences that individual HRBP’s have The Design of the job – The accountability of individual HRBP’s and the interactions they have with line managers and other HR employees The HR Function Structure and Budget – The Structure, budget, technology and design of the HR function
  7. 7. HR Business Partner Competency Model Business Acumen <ul><li>Audit existing competency model to ensure focus on core competencies </li></ul><ul><li>Ground the competency model in business acumen to ensure a dynamic connection between HR knowledge and line-relevant application </li></ul>Source: Corporate Leadership Council
  8. 8. Development Experiences <ul><li>On the Job development </li></ul><ul><li>Training </li></ul><ul><li>Coaching & Mentoring </li></ul><ul><li>Rotation? </li></ul>Competencies Most Effective Development Methods BU-Specific Workforce Management Knowledge Work on a merger, acquisition or other major initiative to understand how these changes will impact the future workforce Demonstrating Leadership Lead the development and implementation of a new HR initiative that solves a critical business problem Metrics Use and Development Work with an expert who can teach how to apply metrics and measurement to solve business problems Innovation Identify a major problem within a business that requires critical trade-offs between objectives and then develop and propose a solution Business Acumen Work with a line-manager to identify and implement a new line program that solves a business problem
  9. 9. How are Successful HR-Line Partnerships Best Designed <ul><li>The quality of strategic work, not time spent , matter most to strategic partner effectiveness </li></ul><ul><li>Focus the HRBP role on: - Generating insights - Managing through influence - Maintaining accountability through result </li></ul>
  10. 10. The 10 Hallmarks of a Great HRBP-Line Partnership Insight   <ul><li>Use Data-Driven Business Information </li></ul>2. Tailor Solution to Business Needs 3. Understand the operation of business Influence   4. Set Service Expectation 5. Communicate Business-Relevant Information 6. Articulate a Strong Point of View 7. Maintain an Enterprise Viewpoint Accountability   8. Be Measured on Completion of Predefined Objectives 9. Be Measured on Business Unit Human Capital Outcomes 10. Be Measured on Business Unit Financial Performance
  11. 11. <ul><li>Invest in the Strategic Partner aspect of the HR Business Partner </li></ul><ul><li>Define the profile of a Best-in-Class HR Business Partner for your organisation and do a gap analysis </li></ul><ul><li>Design a development path basis this. </li></ul><ul><li>Lead the change! </li></ul>In summary….
  12. 13. What is the Profile of the Best-in-Class Strategic HR Business Partner? <ul><li>Build HRBP competencies in business acumen, innovation, leadership, metrics and workforce management to drive impact. </li></ul><ul><li>The most effective development method for building HRBP’s strategic partner competencies are on-the-job experiences that capitalize on key learning opportunities already within the work of the HRBP- in role & stretch experience </li></ul>