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 AsHR professionals continue to work to be
 value-added strategic associates to the
 business leaders they support, there are
 some key behaviors to be kept in mind.

 Theseare the kinds of behaviors that have
 proven to differentiate HR advisors as the
 most trusted across a wide variety of
 businesses.
 . Continually build solid relationships.
 Trusted HR Advisors primary focus is on how they
  effectively and successfully build relationships
  with those they support. They take time to get
  to know the employees and leaders face-to-face.
 They go to projects / sites, make personal
  contacts and connections, and spend quality
  time in the actual environments where the
  employees work. This gives them a deep
  understanding of the business they are
  supporting and is a behavior that builds
  relationships.
 As an HR Professional, the leaders and
  employees you support need to believe that
  you truly understand their perspectives and
  are aware of their issues. They need to
  believe you are their partner and are there
  to help them succeed at every stage. This is
  most effectively achieved through face-to-
  face discussions.
 As much as is reasonably possible, make
  these connections early on and frequently
  and then continue to sustain the
  relationships moving forward by repeating
  these actions.
.   Let business leaders be leaders.

 The job of a trusted HR advisor is not to lead
 for the leaders or run their businesses. Your
 job is to be their advisor, to partner with
 them, to establish guidelines for them, to
 build credibility so that they heed your
 advice, and to have faith that they know how
 to run their business. It is not your job to tell
 them what to do or how to run their
 business.
 Yes,they will make mistakes, and if you
 believe they are on the path to a mistake,
 then it is your job to alert them about that.
 But ultimately they get to decide if they
 want to make the mistake. Some HR
 professionals still believe that it's their job to
 tell business leaders what they can and
 cannot do instead of providing guidance and
 letting them make the decisions.
 Letthem lead. Be there with them and be
 their partner, but by all means, let them do
 what they were hired and trained to
 do, even if it means they need to learn some
 hard lessons through their experiences.
.   Exert impeccable influence.

 In order to exert impeccable influence as a
  trusted advisor, you should know where to
  focus your energy and place your influence
  so that it is meaningful and has impact. In
  order to do this, you need to understand
  your business's objectives and top priorities.
 The  general rule that has been successful for
  many trusted HR advisors is to know the top
  three priorities of your business and then
  work to exert appropriate influence in those
  areas.
 By doing this, you will not only get the
  appropriate attention from the
  workforce, but you will have meaningful
  impact. Simply base your top three HR
  priorities on those of the business and exert
  your influence in those particular areas.
 Speak "Business" language
 Trusted HR Advisors avoid "HR speaks" as
 much as possible and, instead, speak the
 business language. Much of this translates to
 the need to understand your company's
 financial statements. This really is not an
 option if you truly want to speak the
 language of business leaders.
 If you do not understand your company's
  financial statements and how your company
  makes money, operates its resources then
  you cannot speak the language of the
  business leaders or provide adequate HR
  support.
 Unfortunately, many HR professionals regard
 understanding financial statements as an
 option rather than a requirement of their
 profession. After all, there are finance
 professionals to handle that part of the
 business.
 Although that is true, remember that you
 should be focused on what is important to
 the business leaders you support, and the
 financial standing of the business is often
 their most important concern. Therefore, it
 should also be one of your most important
 concerns and something that you can speak
 about fluently.
 Create   meaningful measurements
 Trusted HR Advisors proactively measure
  performance and hold leaders accountable
  for the HR actions and programs they have
  agreed to undertake. This does not mean
  that they act as the parent or police officer
  but that they simply let leaders run their
  businesses while actively working the HR
  initiatives that support them.
 How  to effectively do this is by deciding
 exactly what your business leaders need to
 accomplish relative to HR programs. Remind
 them which HR programs support their
 business objectives and provide them with
 concise and realistic metrics for which they
 will be held accountable.
 The measurements you establish with your
 business leaders cannot be arbitrarily set.
 They must be precise measurements that will
 drive the results they need in their business.
 This is what makes metrics meaningful and
 doing this in a collaborative fashion with
 business leaders is what makes one a trusted
 HR advisor.
 Byconsistently employing these five listed
 practices, HR professionals will begin to be
 viewed more and more as trusted advisors in
 the businesses where they work. They will be
 sought after for guidance and counsel and
 will continue to have a reserved seat at the
 decision making table.

 From: Iyer Subramanian, Vijay Tanks and
 Vessels Private Limited.

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Hr as a strategic partner

  • 1.
  • 2.  AsHR professionals continue to work to be value-added strategic associates to the business leaders they support, there are some key behaviors to be kept in mind.  Theseare the kinds of behaviors that have proven to differentiate HR advisors as the most trusted across a wide variety of businesses.
  • 3.  . Continually build solid relationships.  Trusted HR Advisors primary focus is on how they effectively and successfully build relationships with those they support. They take time to get to know the employees and leaders face-to-face.  They go to projects / sites, make personal contacts and connections, and spend quality time in the actual environments where the employees work. This gives them a deep understanding of the business they are supporting and is a behavior that builds relationships.
  • 4.  As an HR Professional, the leaders and employees you support need to believe that you truly understand their perspectives and are aware of their issues. They need to believe you are their partner and are there to help them succeed at every stage. This is most effectively achieved through face-to- face discussions.  As much as is reasonably possible, make these connections early on and frequently and then continue to sustain the relationships moving forward by repeating these actions.
  • 5. . Let business leaders be leaders.  The job of a trusted HR advisor is not to lead for the leaders or run their businesses. Your job is to be their advisor, to partner with them, to establish guidelines for them, to build credibility so that they heed your advice, and to have faith that they know how to run their business. It is not your job to tell them what to do or how to run their business.
  • 6.  Yes,they will make mistakes, and if you believe they are on the path to a mistake, then it is your job to alert them about that. But ultimately they get to decide if they want to make the mistake. Some HR professionals still believe that it's their job to tell business leaders what they can and cannot do instead of providing guidance and letting them make the decisions.
  • 7.  Letthem lead. Be there with them and be their partner, but by all means, let them do what they were hired and trained to do, even if it means they need to learn some hard lessons through their experiences.
  • 8. . Exert impeccable influence.  In order to exert impeccable influence as a trusted advisor, you should know where to focus your energy and place your influence so that it is meaningful and has impact. In order to do this, you need to understand your business's objectives and top priorities.
  • 9.  The general rule that has been successful for many trusted HR advisors is to know the top three priorities of your business and then work to exert appropriate influence in those areas.  By doing this, you will not only get the appropriate attention from the workforce, but you will have meaningful impact. Simply base your top three HR priorities on those of the business and exert your influence in those particular areas.
  • 10.  Speak "Business" language  Trusted HR Advisors avoid "HR speaks" as much as possible and, instead, speak the business language. Much of this translates to the need to understand your company's financial statements. This really is not an option if you truly want to speak the language of business leaders.
  • 11.  If you do not understand your company's financial statements and how your company makes money, operates its resources then you cannot speak the language of the business leaders or provide adequate HR support.
  • 12.  Unfortunately, many HR professionals regard understanding financial statements as an option rather than a requirement of their profession. After all, there are finance professionals to handle that part of the business.
  • 13.  Although that is true, remember that you should be focused on what is important to the business leaders you support, and the financial standing of the business is often their most important concern. Therefore, it should also be one of your most important concerns and something that you can speak about fluently.
  • 14.  Create meaningful measurements  Trusted HR Advisors proactively measure performance and hold leaders accountable for the HR actions and programs they have agreed to undertake. This does not mean that they act as the parent or police officer but that they simply let leaders run their businesses while actively working the HR initiatives that support them.
  • 15.  How to effectively do this is by deciding exactly what your business leaders need to accomplish relative to HR programs. Remind them which HR programs support their business objectives and provide them with concise and realistic metrics for which they will be held accountable.
  • 16.  The measurements you establish with your business leaders cannot be arbitrarily set. They must be precise measurements that will drive the results they need in their business. This is what makes metrics meaningful and doing this in a collaborative fashion with business leaders is what makes one a trusted HR advisor.
  • 17.  Byconsistently employing these five listed practices, HR professionals will begin to be viewed more and more as trusted advisors in the businesses where they work. They will be sought after for guidance and counsel and will continue to have a reserved seat at the decision making table.  From: Iyer Subramanian, Vijay Tanks and Vessels Private Limited.