HR is not always seen as a critical team in organizations despite managing human capital, the most critical resource. To change this perception, HR must transform from managing transactions and policies to understanding business needs and delivering value-added solutions. An effective way to do this is for HR to evolve from an administrative role to strategic business partners who serve both internal and external stakeholders by helping build a more competitive organization, better leadership, and increased talent and productivity. The HR department needs a strategy that positions them as partners or experts who can create value by responding to changing contexts and serving stakeholders through talent, leadership, and organizational outcomes.

1. “Changing scenario of HR Business partnering”
Chandramouli J
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2. Human Capital is considered to be one of the most
critical things in an organization
Human Resource is the custodian of this critical
resource.
Why then is HR not considered a critical team in the
organization?
How HR have to change this perception?
Context

3. Research shows that
nearly 40 percent of new
CHROs now come from
the business,
NOT FROM HR.

4. Capability gap @ Global

6. Who am I……….

7. How you are
seen by senior
leaders
How you see
yourself

8. Dimensions of a single role: Expected Vs Reality
STRATEGIC ROLE
ADMINISTRATIVE
ROLE
EXECUTION ROLE
Manpower planning
Selection
Sourcing Profiles

9. Manpower Planning

10. 9 Box matrix

11. Comp & Benefits

13. Instead of simply managing transactions, implementing
policies, and developing programs, the HR should aim
to focus on understanding the needs of the business
and delivering value-added solutions.
Its time to transform

16. Traditional Vs Transformed

18. What is HRBP?

19. HR Value Added:
What value does HR deliver to an
organization?
The type of value HR delivers has evolved
from
efficiency to functional excellence to
strategic HR to outside-in.
HR Context:
What are the contextual factors shaping
HR’s business centrality?
changes in social, technological, economic,
political, environmental, and demographic.
HR Stakeholders:
Whom does HR serve?
Who are the “customers” of HR? Internal (employees, line managers,
organization) to external (customers,
investors, community)
Trend in HR Business Partner

20. HR Outcome—Organization:
How can HR help build a more
competitive organization?
Organization thinking evolved through
these stages:
• Morphology(roles,reengineering).
• Alignment/systems
• Capability (is known for).
• Ecosystem capability
HR Outcome—Leadership:
How can HR build better leadership
throughout the organization? • Leader (individual) to leadership
(collective).
• Inside to outside (Leadership Brand).
• Leadership Code 1.0 to 2.0
HR Outcome-Talent:
How can HR help increase productivity
and experience (well-being)? Improve talent (people, exp., workforce)
through:
• Competence
• Commitment
• Contribution
Trend in HR Business Partner

21. HR Strategy:
What is the strategy of the HR
department? An HR function or department requires a strategy that
answers three questions:
• Who we are (partners, allies, experts).
• What we deliver (talent, leadership, organization).
• Why we exist (create value by responding to
context or serving stakeholders).
HR Organization:
How should the HR department be
organized?
The structure of the HR is built on three principles:
• Separate HR transaction work from strategic work
• The HR organization should match business
strategy and organization.
• Have a matrix or diversified/allied strategy and
structure, so HR operates as a professional services
firm within the organization.
Trend in HR Business Partner

22. HR outside in: Evolution of HR

28. Taking care of your customer

29. Thank You !!!