HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
This is the presentation designed for the guest lecturing on 'Strategic HRM' at Moray House School of Education, University of Edinburgh in Nov. 2010. The content was prepared by Bing Wu Berberich (previously known as Bing Tate).
The HR Business Partner is the most difficult role Human Resources can offer. Becoming the HRBP is a long journey, because the fresh college graduate has to learn many things about the HR Management.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
This is the presentation designed for the guest lecturing on 'Strategic HRM' at Moray House School of Education, University of Edinburgh in Nov. 2010. The content was prepared by Bing Wu Berberich (previously known as Bing Tate).
The HR Business Partner is the most difficult role Human Resources can offer. Becoming the HRBP is a long journey, because the fresh college graduate has to learn many things about the HR Management.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Human resource is the most important asset of the organizations. Select our Hr Roadmap PowerPoint Presentation Slides to present HR planning Strategies. Users can easily present HR developments with this content ready presentation on human resource planning. Human resource timeline PowerPoint complete deck includes templates like HR roadmap for successful onboarding, HR strategy roadmap, action Plan, transformation roadmap, etc. These templates are completely editable. Presenter can change the font, text and color as per their needs. Showcase how right talent will help your business succeed over time. Purpose of HR planning is hiring the right people with the right talent at right place on right time. Strategic human management PPT presentation also be used for related topics such as human resource planning, workforce management, workforce planning manpower planning and many more. Download HR management plan Presentation layout to identify current and future human resource needs. Convince folks that they are in capable hands with our Hr Roadmap Powerpoint Presentation Slides. Impress them with your craft.
"If there is one thing I have learned from working on Machine Learning problems in the People/HR space, it is this: define and structure your problem up front!"
Keith McNulty
Human Resources - Annual Report & Business PlanSheheryar Alvi
In December 2015, I prepared this report for the Human Resources Department of Dutco McConnell Dowell - Middle East. This report contains in-depth and critical analysis of data, overall performance of the department throughout the year, gap and identification of loopholes in policies & procedures and daily operations.
For queries please feel free to get in touch with me.
(All contacts details are listed in details section on my profile)
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden is presenting in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discuss the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
Human resource is the most important asset of the organizations. Select our Hr Roadmap PowerPoint Presentation Slides to present HR planning Strategies. Users can easily present HR developments with this content ready presentation on human resource planning. Human resource timeline PowerPoint complete deck includes templates like HR roadmap for successful onboarding, HR strategy roadmap, action Plan, transformation roadmap, etc. These templates are completely editable. Presenter can change the font, text and color as per their needs. Showcase how right talent will help your business succeed over time. Purpose of HR planning is hiring the right people with the right talent at right place on right time. Strategic human management PPT presentation also be used for related topics such as human resource planning, workforce management, workforce planning manpower planning and many more. Download HR management plan Presentation layout to identify current and future human resource needs. Convince folks that they are in capable hands with our Hr Roadmap Powerpoint Presentation Slides. Impress them with your craft.
"If there is one thing I have learned from working on Machine Learning problems in the People/HR space, it is this: define and structure your problem up front!"
Keith McNulty
Human Resources - Annual Report & Business PlanSheheryar Alvi
In December 2015, I prepared this report for the Human Resources Department of Dutco McConnell Dowell - Middle East. This report contains in-depth and critical analysis of data, overall performance of the department throughout the year, gap and identification of loopholes in policies & procedures and daily operations.
For queries please feel free to get in touch with me.
(All contacts details are listed in details section on my profile)
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
The Future of Employee Engagement: HR’s Critical Role in Driving Business Out...Human Capital Media
In today’s era of big data and mobile apps, the engagement technology landscape is being rapidly disrupted by startups offering solutions for weekly employee “pulse” surveys and continuous 360-degree feedback. These apps overcome a major flaw in traditional annual engagement surveys: They provide companies with an up-to-date measure of engagement and how it is changing. However, they do not solve the ultimate challenge of understanding what actually engages, motivates and retains an employee.
In the next few years, employee engagement will evolve dramatically. In an era of big data and mobile apps, the employee engagement revolution presents both enormous promise and, if not managed right, pain to HR. Join workforce analytics expert Dave Weisbeck as he examines this important topic.
In this webinar, analytics expert Dave Weisbeck will explore:
The global workforce trends driving the need for a more engaged and productive workforce than ever before.
HR’s critical role in connecting organizational innovation to technology innovation to achieve better performance.
The intersection of leadership, culture, and engagement.
The past, present, and future of measuring and understanding workforce engagement.
Practical examples of how to uncover insights that move the needle for the business.
HR professional are facing many challenges in present business scenario like Globalization workforce diversity, technological advances and changes in political and legal environment change in information technology. All these challenges increase the pressure on HR managers to attract, retain and nurture talented employee. HR professional can’t ignore these challenges rather they ought to be line to design and execute innovative mechanisms of developing skills and competencies of human resources to prepare them to accept the emerging challenges
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
“..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.”
HR Business Partnership: Do our business partners really hear us? Oliver C. Requilman
HR Business Partnership is all about strategic thinking; it is never meant to be a strategic function. It is a tactical role that requires strategic mindset.
Shedding some light on the staunch HR leaders in the niche, Insights Success features some of the enthralling stories of the “Most Influential HR Leaders of – 2022.”
In this issue, Insights Success features enthralling stories of the bright HR leaders in its latest edition, ‘Most Influential HR Leaders of - 2022.
Read More: https://www.insightssuccess.in/most-influential-hr-leaders-of-2022-august2022/
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
HR touches every aspect of operations and is valued as a critical enabler of business strategy. However, it still struggles with being weighed down by administrative tasks and not having enough bandwidth to drive the kind of added value business operations increasingly demand. As organizations complement a push towards more efficient processes with deploying more effective talent solutions, HR is as much under the spotlight as any other function. This article shares tips on how to structure your HR so that it has a real impact on successful business outcomes.
Human Resources Professional with demonstrated success in contributing to the overall health of business through Human Capital Management. Project Manager on numerous HR business process improvement initiatives including Talent Acquisition, Talent Management, Succession Planning, Mergers, Acquisitions, Organizational Restructure and Business Divestment. Seeking new career opportunity in Charlotte, NC, Fort Mill, SC and surrounding areas.
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1. Zulkifli Mohd
19 October
2011
The Changing RoleThe Changing Role
& Functions of& Functions of HRHR
• HR as the em ployee ad vocate
• HR as the consultative business partner
• HR as the agent of C hange
HR Republic Summit 2011: Trends & Challenges UnfoldHR Republic Summit 2011: Trends & Challenges Unfold
2. CONTENTSCONTENTS
• The Evolution of HRThe Evolution of HR
• The Changing Role of HRThe Changing Role of HR
• HR as Strategic PartnerHR as Strategic Partner
• HR as Change AgentHR as Change Agent
• HR as Employee AdvocateHR as Employee Advocate
4. • Protection for fem ale
em ployee s & child ren
• C are for injured &
sick em ploye es
• C reated in respond to
harshness in
ind ustrialcond itions
• Ad m inistration of
abse nce, training &
recruitm ent
• S tate /Trad e U nion
partnerships
• Hand led queries on
com pensation
m atters
• Em ployee d ata
• Welfare &
em ploym ent m gt
we re integrated →
Pe rsonnelMgt
• O utput could be
influenced by
em ploym ent policie s
• S tructured
com pensation policy
• C olle ctive bargaining
& IR
• S pecialized functions
(70’s)
• Ad m inistrator &
technicalexpert
• Focuse d on
im proving efficie ncy
& effectiveness
• C om pensation
enginee ring as key to
prod uctivity (incentive
plans, d eferre d
com p, options)
• S trate gic Business
Partner
• C hange Age nt
• Em ployee C ham pion
• C O E
• S hare service
End of 18th
Century:
Welfare
Officers
The World
Wars:
Labour/
Employment
Manager
2001 till now:
Strategic HR
1945 – 1979:
Personnel Mgt
1980 – 2000:
Human
Resource /
Compliance Officer
Origins of HR
A Brief History of HR
5. 1890 - 1913 1914- 1939 1945 - 1979 1980- 1990 2000 till now
Welfare
Officer
Labor
Manager
Personnel
Management
Human
Resource
Management
Strategic HR
2nd
IndustrialR evolution World Wars G lobalization
• Ad m inistrative
focus
• C om pliance
• Trad itionalm ind
set
• Lim ited scope of
activity
• S pecialize d
functions
• Ad m inistrative
focus with
enlarged scope of
activities
• S upport function
• Less reactive &
m ore proactive
• Busine ss Partner
• Focus on value-
ad d ed activitie s
• Proactive
• Multid isciplinary
• Multi-faceted roles
The Evolution of HR
The HR JourneyValueImpact/ContributiontotheBusiness→
High
8. HR is shifting from focusing on the
organization of the business to focusing on
the business of the organization
The Changing Role of HR
9. HR is more important than ever, people are
the only sustainable source of competitive
advantage.
Watson Wyatt S tud y
“You can take my factories, burn up my buildings, but give me my
people, and I’ll bring my business right back again.”
- Henry Ford -
The Changing Role of HR
10. Employers want HR to address strategic issues involving the
competitiveness and performance of the firm… More than the role
of protector and administrator.
What CEOs Really Want from HR
Reality Check
11. Requires HR toRequires HR to
change:change:
The businessThe business
environment:environment:
Requires companiesRequires companies
to focus on:to focus on:
GlobalizationGlobalization
EconomicEconomic
uncertaintiesuncertainties
TechnologyTechnology
innovationsinnovations
Profitability thru CostProfitability thru Cost
& Growth& Growth
IntensifiedIntensified
CompetitionCompetition
• Increasing value
• Organizational
capabilities → fast,
responsive, cost
effective
• Creating climate for
action
• Unique competitive
advantage
Business savvy
Align with strategy
Strong bench
strength
Change catalyst
Help biz leaders to
achieve objectives
What CEOs Really Want from HR
Reality Check
12. A survey of 500 HR directors across Europe,
the Middle East and Asia, found out that
only 15% of the activities carried out by HR
departments are related to "pure strategic
interventions".
Watson Wyatt S tud y
The Changing Role of HR
Reality Check
14. Four Roles for HR
• Administrative Expert
• Employee Champion
• Change Agent
• Strategic Partner
The Role of HR
Ulrich’s Four-Role Model
Dave Ulrich identifies four distinct roles of HR professional
that may add value to a business and create sustainable
competitive advantage.
15. Strategic Partner
Aligning HR & Business Strategy
Active Role in setting strategic direction
Future/S trategic FocusFuture/S trategic Focus
D ay-To-D ay/O perationalFocusD ay-To-D ay/O perationalFocus
Change Agent
Managing Transformation &
Change
Effecting Transformation & Change
Administrative Expert
Managing The
Firm’s HR Infrastructure
Process Optimization & Efficiency
Employee Champion
Managing Employees’
Contribution
Motivated & Competent Personnel
P
E
O
P
L
E
P
R
O
C
E
S
S
E
S
The Roles of HR
Ulrich’s Four-Role Model
David Ulrich — HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
16. Strategic Partner
• Develops & aligns strategies with biz
• Assists line managers in solving organization,
people & change-related issues
• Contributes to management team’s strategic
decision-making
• Fosters systems thinking, customer focus
• Strategically manages workforce development
Change Agent
• Understands the organization’s culture & what
is effective and ineffective
• Institutionalizes change capability within the
organization
• Assists line managers to lead & facilitate change
• Acts as a consultant in organizational
effectiveness
• Enhances management development
David Ulrich — HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
Administrative Expert
• Creates and delivers effective & efficient HR
processes and services tailored to unique
business needs
• Manages people & HR related costs
• Ensures internal &external customer focus
• Applies information technology to rapidly
deliver quality HR products and services
Employee Champion
• Develops strategies and helps implement
actions that enhance human capital
contribution
• Helps build workforce commitment
• Ensures fair, ethical, and equitable people
processes and practices
• VOE
Future/S trategic FocusFuture/S trategic Focus
D ay-To-D ay/O perationalFocusD ay-To-D ay/O perationalFocus
P
E
O
P
L
E
P
R
O
C
E
S
S
E
S
The Roles of HR
Ulrich’s Four-Role Model
17. Strategic Partner
• Develops & aligns strategies with biz
• Assists line managers in solving organization,
people & change-related issues
• Contributes to management team’s strategic
decision-making
• Fosters systems thinking, customer focus
• Strategically manages workforce development
Change Agent
• Understands the organization’s culture & what
is effective and ineffective
• Institutionalizes change capability within the
organization
• Assists line managers to lead & facilitate change
• Acts as a consultant in organizational
effectiveness
• Enhances management development
David Ulrich — HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
Administrative Expert
• Creates and delivers effective & efficient HR
processes and services tailored to unique
business needs
• Manages people & HR related costs
• Ensures internal &external customer focus
• Applies information technology to rapidly
deliver quality HR products and services
Employee Champion
• Develops strategies and helps implement
actions that enhance human capital
contribution
• Helps build workforce commitment
• Ensures fair, ethical, and equitable people
processes and practices
Future/S trategic FocusFuture/S trategic Focus
D ay-To-D ay/O perationalFocusD ay-To-D ay/O perationalFocus
P
E
O
P
L
E
P
R
O
C
E
S
S
E
S
The Roles of HR
Ulrich’s Four-Role Model
when NOT done well… create a lot ofwhen NOT done well… create a lot of
issuesissues
18. Strategic Partner
• Develops & aligns strategies with biz
• Assists line managers in solving organization,
people & change-related issues
• Contributes to management team’s strategic
decision-making
• Fosters systems thinking, customer focus
• Strategically manages workforce development
Change Agent
• Understands the organization’s culture & what
is effective and ineffective
• Institutionalizes change capability within the
organization
• Assists line managers to lead & facilitate change
• Acts as a consultant in organizational
effectiveness
• Enhances management development
David Ulrich — HR Champions: The Next Agenda for Adding Value & Delivering Results, 1996
Administrative Expert
• Creates and delivers effective & efficient HR
processes and services tailored to unique
business needs
• Manages people & HR related costs
• Ensures internal &external customer focus
• Applies information technology to rapidly
deliver quality HR products and services
Employee Champion
• Develops strategies and helps implement
actions that enhance human capital
contribution
• Helps build workforce commitment
• Ensures fair, ethical, and equitable people
processes and practices
Future/S trategic FocusFuture/S trategic Focus
D ay-To-D ay/O perationalFocusD ay-To-D ay/O perationalFocus
P
E
O
P
L
E
P
R
O
C
E
S
S
E
S
The Roles of HR
Ulrich’s Four-Role Model
when done well give the organizationwhen done well give the organization
a great strategic advantagea great strategic advantage
20. • Participates in designing & defining organization’s strategies
• Contributes to management team’s strategic decision-making
• Focuses on aligning HR strategies & practices with business
strategy → translate business strategy into HR priorities
• Strategically manage people & infrastructure to support the
execution of strategies & the creation of value
Strategically manages workforce development
HR as Strategic Partner
Deliverable/outcome: Strategy executionDeliverable/outcome: Strategy execution
21. S trategic Partner
C ore C om petencies
HR as Strategic Partner
Core Competencies
Facilitate strategy development
for business teams by using
different techniques
Plan and facilitate strategy
deployment to the whole
organization
Align the organization strategy
with the business strategy to
ensure it will be delivered
Redesign the organization to
support strategy
HR as Strategic Partner should be able to:HR as Strategic Partner should be able to:
Business Mastery
Personal Credibility
HR Mastery
22. Knowledge
Requirements
HR as Strategic Partner
Becoming A Strategic Business Partner
Bring strong technical
expertise to the table
and an understanding of
your company and its
strategy.
Develop new skills as
needed. Understand the
data, the financials, the
market, etc.
Becoming A Strategic Business Partner
Staying focused on
issues that matter to the
business
Delivering capabilities
that make a real
difference
What are the issues that
matter?
What’s keeping business
leaders up at night?
What’s the “elephant on
the table” regarding the
future?
What drives the bottom
line?
Focus on business
objectives
Focus on environment
Provide organizational
capabilities as required
by the strategy
People
Goal alignment
Culture
Knowledge
Requirements
Bring strong technical
expertise to the table
and an understanding of
your company and its
strategy.
Develop new skills as
needed. Understand the
data, the financials, the
market, etc.
Staying focused on
issues that matter to the
business
What are the issues that
matter?
What’s keeping business
leaders up at night?
What’s the “elephant on
the table” regarding the
future?
What drives the bottom
line?
Focus on business
objectives
Focus on environment
Delivering capabilities
that make a real
difference
Staying focused on
issues that matter to the
business
What are the issues that
matter?
What’s keeping business
leaders up at night?
What’s the “elephant on
the table” regarding the
future?
What drives the bottom
line?
Focus on business
objectives
Focus on environment
Provide organizational
capabilities as required
by the business
objectives:
People
Strategy
Culture
Delivering capabilities
that make a real
difference
Staying focused on
issues that matter to the
business
What are the issues that
matter?
What’s keeping business
leaders up at night?
What’s the “elephant on
the table” regarding the
future?
What drives the bottom
line?
Focus on business
objectives
Focus on environment
23. Becoming a business partner sounds easyBecoming a business partner sounds easy
but in practice demands a shift in mindsetbut in practice demands a shift in mindset
and capabilityand capability
HR as Strategic Partner
Becoming A Strategic Business Partner
24. • Becoming a true "player" on strategic business issues → able
to challenge business leaders on their own ground
• Architect who can synthesize best practices e.g. Total
Reward, Talent Management, OD, etc into integrated solutions
and implement at speed
• Shifting from advising and consulting to challenging,
provoking, confronting business leaders
• Letting go of the past and engaging with the future
HR as Strategic Partner
Mindset S hift
25. You are involved in discussions (by invitation!) on the "people
implications" of a change or a new initiative in the organization before
things go wrong
Line Managers in confide in you about their concerns and problems,
even when you are not providing a solution then and there
Managers encourage you to tackle issues in their areas and express
confidence in your ability to do things you may never have done
before
You engage in genuine dialogue with line managers
The time frame of your work moves from present/past to future -
especially longer term future
The "why” of what you is doing is very clear - in terms of
organizational need (not "because we always do it/have done it)
HR as Strategic Partner
You are moving towards Strategic Partnering When…
27. A significant number of any organization's business strategiesA significant number of any organization's business strategies
requires major changes in people-related issues; the HRrequires major changes in people-related issues; the HR
function and individual HR professionals develop and managefunction and individual HR professionals develop and manage
the key "people" systems needed to support organizationalthe key "people" systems needed to support organizational
change.change.
HR as Change AgentHR as Change Agent
Simple — though not easy
28. HR asHR as Change AgentAgent
A S trategic Role
Provoke the positive changes in the organization so it can stay competitive.
Build the organization’s capacity to embrace and capitalize on change.
HR as
Change
Agent
Champion/Champion/
Sponsor/Sponsor/
CatalystCatalyst
FacilitatorFacilitator DesignerDesigner
Demonstrator
Deliverable/outcome: Creating a renewed organizationDeliverable/outcome: Creating a renewed organization
29. Model the change
Communicate about the change
Engage others to participate
Help others to break from the past
Create a supporting environment
HR as Change Agent
The Roles
30. Before ChangeBefore Change
Preparing for ChangePreparing for Change
Serves as a catalyst for changeServes as a catalyst for change
Helps the organization build aHelps the organization build a
capacity for changecapacity for change
Plan change process withPlan change process with
sponsorssponsors
Ensure project team hasEnsure project team has
necessary skills, trainingnecessary skills, training
Coach sponsorCoach sponsor
Lead by example by doing itLead by example by doing it
first within the HR function.first within the HR function.
Facilitate the discussions aboutFacilitate the discussions about
the change and its content withthe change and its content with
all stakeholdersall stakeholders
Coach leaders through theCoach leaders through the
changechange
Acts as a coach/mentor toActs as a coach/mentor to
employees to help thememployees to help them
understand change as it affectsunderstand change as it affects
their livestheir lives
Emphasize ‘what is in it’ for theEmphasize ‘what is in it’ for the
individuals and addressindividuals and address
concernsconcerns
Strike a balance between theStrike a balance between the
business and employeesbusiness and employees
Communicate, communicate,Communicate, communicate,
communicatecommunicate
During ChangeDuring Change
Managing ChangeManaging Change
Help employees to break fromHelp employees to break from
the past & adapt a new culture.the past & adapt a new culture.
Sustain the momentumSustain the momentum
Internalisation of newInternalisation of new
behaviour / waybehaviour / way
Recognize & celebrate successRecognize & celebrate success
Build on the changeBuild on the change
Post-ChangePost-Change
Reinforcing ChangeReinforcing Change
The Change Agent Role
31. Increasing Commitment
Increasing Commitment
Awareness
of desired change
Understanding
of change direction
Translation
to the work setting
Commitment
to personal change
Internalisation
of new behaviour
“Yeah, I saw the memo”
“I understand where we
need to go”
“I know how we need to
do our jobs differently”
“OK, I’m ready to do it
the new way”
“This is the way we do things
here”
Information with some
involvement sufficient here
Significant
involvement
needed
HR as Change Agent
Change Process
Build the organization’sBuild the organization’s
capacity to embracecapacity to embrace
and manage changeand manage change
32. •Set the
direction
•Create the
desire & will to
change
Phase
Content
Outcomes
UnfreezeUnfreeze MobiliseMobilise RealiseRealise ReinforceReinforce SustainSustain
•Make early
changes &
build
confidence
•Secure
widespread
shift in
behaviour
•Underpin with
changes in
structure &
people
processes
•Strive for
continuous
performance
improvement
Break with
the past
Build the
energy
Performanc
e lift-off
Embed new
culture
Push the
limits
The Change Agent Role
The Change Management Tool
The change has to be managed and the HR Professionals have to be skilledThe change has to be managed and the HR Professionals have to be skilled
in the change management process.in the change management process.
34. A deep knowledge of change management processes
Problem solving skills
Coaching & conflict management skills
Good communication, influencing & facilitation skills
Networking, Collaboration & team-building abilities
Business mastery
Planning & project management skills
Ability to tolerate ambiguity
A risk taker
The Change Agent
Competencies
35. ““ Of course change management isn’t restricted exclusively to HR. LineOf course change management isn’t restricted exclusively to HR. Line
managers are the owners of change while HR can be seen as itsmanagers are the owners of change while HR can be seen as its
architect, facilitator and designer. Nobody ever said that only HRarchitect, facilitator and designer. Nobody ever said that only HR
manages change.”manages change.”
- Dave Ulrich- Dave Ulrich
The Change Agent
38. It is HR’s role to ensure that line managers understand the
critical link between employee motivation and organisational
performance and how this link can be sustained → employees
need to be kept engaged and motivated.
HR as Employee Advocate
39. Four-Role of HR
Paradoxes Inherent in Multiple HR Roles
Strategic Partner vs. Employee Advocate
Success in multiple-role framework requires that HR professionals
balance the tension inherent in being a strategic partner on the one
hand and an employee advocate on the other.
HR professionals must demonstrate that they can both represent
employee needs and implement management agenda, be the voice of
the employee and the voice of management, act as partner to both
employees and managers.
HR professionals must strike a balance between the needs of these
potentially competing stakeholders.
40. Being an effective HR professional does not mean simply moving
from operational to strategic work. It means learning to master both
operational and strategic processes and people.
The operational and transactional aspects of HR need to be
handled well. No matter what other strategic and transformational
work is being done, the trains still need to run on time.
A strategic partner has multiple dimensions → HR professionals as
business partners operate in each of the 4 roles.
HR professionals, in order to meet the demands of these new roles,
a shift in mindset and capability is a must.
Summary