Podcast
Questions and Answers
What is the primary role of HR business partners in improving business outcomes?
What is the primary role of HR business partners in improving business outcomes?
What is the key area where HR leaders and executives need fresh thinking and proactivity from HR?
What is the key area where HR leaders and executives need fresh thinking and proactivity from HR?
What is the recommended approach to improve HR operations and services?
What is the recommended approach to improve HR operations and services?
What is the primary focus of HR business partners in terms of strategy?
What is the primary focus of HR business partners in terms of strategy?
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What is the recommended approach to improve people management among line managers and function heads?
What is the recommended approach to improve people management among line managers and function heads?
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What is the primary goal of HR business partners in terms of business outcomes?
What is the primary goal of HR business partners in terms of business outcomes?
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What is the recommended approach to improve HR capability?
What is the recommended approach to improve HR capability?
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What is the key area where HR leaders and executives need HR to make a business contribution?
What is the key area where HR leaders and executives need HR to make a business contribution?
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What is the recommended approach to clarify HR roles and outputs?
What is the recommended approach to clarify HR roles and outputs?
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What is the key challenge facing HR functions in terms of their contribution to business outcomes?
What is the key challenge facing HR functions in terms of their contribution to business outcomes?
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Study Notes
HR Business Partners
- HR Business Partners (HR BPs) need to have the right calibre, personal characteristics, and skills to make a difference in their relationship with line management.
- Influencing skills, commanding communication skills, coaching ability, analytical skills, and resilience are essential qualities for successful HR BPs.
- Commercial acumen, business knowledge, and the ability to build convincing business cases are also crucial for HR BPs.
Business Knowledge
- Only around 15% of senior HR managers display genuine business awareness.
- HR BPs need to be able to answer questions about the business, such as who the main competitors are, what they know about them, and who they know who works there.
Assessment and Selection
- Organisations must put their potential HR BP population through a rigorous assessment and selection process.
- Criteria should be devised in consultation with the business, and organisations must be courageous about culling those who don't make the grade.
The Value of Non-HR Recruits
- Many predict that increasingly, HR BPs will come from the business, and their HR orientation will become secondary to a business orientation.
- A mix of HR and non-HR people can bring different perspectives and skills to the role.
Skills Programmes
- Few organisations have robust HR development programmes, and those for HR BPs and line managers are rarer still.
- Examples of skills programmes include Advanced Business Consulting courses, general management programmes, and HR Masterclasses.
Conclusions and Actions
- The core concern is that HR BPs and the Ulrich model are not as effective as they could be.
- HR services to the business can improve, and HR needs to contribute more to areas such as performance, talent, and change.
- Next steps include clarifying the roles and outputs of HR BPs, defining or re-thinking processes for talent, performance, and change, and re-skilling and re-tooling HR people.
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Description
Learn about the importance of personal characteristics in HR Business Partners and how they impact relationships with line management and HR directors.
