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Business& The HR Partners PART, Competencies and their edge<br />Nels Karsvang 9. Dec 2010<br />
Structure for the presentation<br />7. Structural considerations <br />1. HR in general  <br />2.  HRs own perspective<br ...
1. HR in general  <br />Human capital pool<br /><ul><li>Knowledge
Skill
ability</li></ul>Employee relationships and behaviors<br /><ul><li>Psychological contracts
Job related/required
Organizational citizenship
Performance</li></ul>People Management Practices <br />Reward Recognition<br />Staffing<br />Work design<br />Training<br ...
1.HR in general<br />HR in general is not about working from inside out or outside in, it is about being a part(ner) of.<b...
2. HRs own perspective<br />Outgoing into the business<br />Service provider<br />As supermarket<br />HR<br />(Self percep...
3.  HR seen from the business perspective<br />Service provider amongst many<br />No specific importance<br />The ones who...
3. Conclusion on perspectives<br />HR is often seen as not adding reel value to the business and in worst case HR is seen ...
4. The future fundamentals of business.<br />
5. What are then the skills of the HR partner<br />Specialist in people and generalist in business management <br />
5. What are then the skills of the HR partner<br />“HR Partnering is the processes and or products that enables emotional,...
5. What are then the skills of the HR partner<br />
6. Competencies and edge<br />Translator<br />Emotions<br />Learning<br />Complete<br /> HR Partner<br />+<br />+<br />+<b...
7. Structural considerations <br />Present<br />HR back office(s)<br />HR Develop-ment <br />HR Operation<br />Business<br...
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HR Partners Competencies &amp; Structual deployment in the business

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Gives insight on the HR business partner, their competencies and deployment in the business.

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HR Partners Competencies &amp; Structual deployment in the business

  1. 1. Business& The HR Partners PART, Competencies and their edge<br />Nels Karsvang 9. Dec 2010<br />
  2. 2. Structure for the presentation<br />7. Structural considerations <br />1. HR in general <br />2. HRs own perspective<br />6. Competencies and edge<br />3. HR seen from the business perspective<br />5. What are the skills of the HR partner<br />4. The future fundamentals of business.<br />
  3. 3. 1. HR in general <br />Human capital pool<br /><ul><li>Knowledge
  4. 4. Skill
  5. 5. ability</li></ul>Employee relationships and behaviors<br /><ul><li>Psychological contracts
  6. 6. Job related/required
  7. 7. Organizational citizenship
  8. 8. Performance</li></ul>People Management Practices <br />Reward Recognition<br />Staffing<br />Work design<br />Training<br />Participation<br />Appraisal <br />Communication <br />Kilde: Strategic Human Resource Management. Theory and practice a reader. Edited by Graeme Salaman m.fl. <br />
  9. 9. 1.HR in general<br />HR in general is not about working from inside out or outside in, it is about being a part(ner) of.<br />
  10. 10. 2. HRs own perspective<br />Outgoing into the business<br />Service provider<br />As supermarket<br />HR<br />(Self perception)<br />HR knows best<br />We are the business<br />HR as partner in the business<br />We are a part of the business<br />
  11. 11. 3. HR seen from the business perspective<br />Service provider amongst many<br />No specific importance<br />The ones who knows about people<br />They have a specialty<br />From the business perspective <br />Salary, legal, pension<br />Kind of technicians on rules etc.<br />The ones who makes our jobs difficult<br />Way to much administrative BS.<br />
  12. 12. 3. Conclusion on perspectives<br />HR is often seen as not adding reel value to the business and in worst case HR is seen as cause to administrative burdens. This paves the road for biased conclusions from the business and HR towards each other. Which ultimately reduces value added.<br />
  13. 13. 4. The future fundamentals of business.<br />
  14. 14. 5. What are then the skills of the HR partner<br />Specialist in people and generalist in business management <br />
  15. 15. 5. What are then the skills of the HR partner<br />“HR Partnering is the processes and or products that enables emotional, cognitive and behavioral patterns that entail business and personal balance.” <br />“Business Eventer”<br />
  16. 16. 5. What are then the skills of the HR partner<br />
  17. 17. 6. Competencies and edge<br />Translator<br />Emotions<br />Learning<br />Complete<br /> HR Partner<br />+<br />+<br />+<br />Business actor<br />=<br />
  18. 18. 7. Structural considerations <br />Present<br />HR back office(s)<br />HR Develop-ment <br />HR Operation<br />Business<br />HR Partner <br />Country 1<br />Business<br />Business<br />Business unit <br />1 to X<br />↑One face to the organization & insight about the business <br />↙Increased complexity in HR(P) internal processes<br />←Two main approaches to the organization.<br />↙ difficult for the organization to identify who is doing what in HR(P)<br />With this business structure consider the one of the two HR(P) approaches to the right.<br />Focus on process optimization & reduction of complexity in HR(P)<br />Focus on marketing of HR(P) products and how to approach HR.<br />
  19. 19. 7. Structural considerations <br />Present<br />HR Recruit<br />HR Dev. & train.<br />HR Pay, pension, legal<br />HR Expat. Etc.<br />Business<br />Country 1<br />Business<br />Business unit <br />1 to X<br />←Contact according to need/task specifics.<br />↙No one has an overview of HR(P) actions and needs and spending in the business.<br />With this business structure consider the HR(P) approach to the right.<br />Focus on monitoring and clear reporting structure to the business.<br />
  20. 20. 7. Structural considerations <br />Present<br />It need to be taken into account when the business suspends geography. E.g. has business unites that crosses countries. Maintaining HR partners deployed in one Business unit then requires access to country specific HR topics. E.g. labor law. In addition logistics becomes increasingly important, travel time, time that can be spend better in different areas of the BU. <br />Focus on:<br />Costumers needs. Speed of action meaning how fast can you provide service to the costumers. The level of complexity in processes. What does it entail of competencies in HR(P). <br />
  21. 21. 7. Structural considerations <br />Classical <br />↑HRP becomes integrator between different areas of the business. Avoiding silo thinking<br />↙HRP still perceived as observer and not a part of the business<br />↑HRP is and integrated part of the business with in depth knowledge.<br />↙HRP looses the big picture and becomes to narrow.<br />Focus on empowering HRP and secure that HRP deeply understand the business value chain. <br />Focus on cross business project and rotation of HRP. Secure that executive level commits to ownership of HRP<br />
  22. 22. 7. Structural considerations <br />Future<br />HR(P) is the backpacker with energy distributed on:<br /><ul><li>10% on routine business unit deployed activities and
  23. 23. 40% on business project's people dimension and
  24. 24. 50% connecting cognitive capital from all over the business for specific projects</li></ul>Se the slide-share-presentation :III ideas for enhancing productivity in Denmark. Go to the part: Structure is falling behind. There you will find the key idea for the structure of tomorrow.<br />The HRP is hired, fired and owned by the business and HRP VP in agreement<br />The HRP life a life of balancing powers why the previous mentioned competencies are crucial. <br />
  25. 25. Be square be prepared and dare<br />Be square and remember to take in air<br />Be square be there don’t turn up rare<br />Be square and choose to share <br />

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