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Human Resources: The Strategic Business Partner!. Introduction: Why SBP The new HR 4 Concepts SBP Accountabilities. 3 Kinds of Work The Need Hierarchy Business Needs/Performance requirements Who to Partner with. Build Client Partnerships - ACT

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strategic human resources
Introduction: Why SBP

The new HR

4 Concepts

SBP Accountabilities

  • 3 Kinds of Work
  • The Need Hierarchy
  • Business Needs/Performance requirements
  • Who to Partner with
  • Build Client Partnerships - ACT
  • Identify and Partner to Support Strategic Projects
  • Influence Business Strategies & Direction
Strategic Human Resources

Transforming HR from a personnel function to a Strategic Business Partnership

SBP

a look back

Before 1970s

Next 25 years

Millenium

Next 25 years

A Look Back

Personnel Department

Maintain employee records and information

Respond to what is urgent

Name change from Personnel to Human Resources

People issues to manage became more complex

Need to “protect” workers regarding health, safety, pay and benefits – Employee Advocate

HR Functions broadened – OD, Change Mgt.

Changing times – environment becoming more complex, competitive, challenging

Retaining and optimising talent, managing organisational change

Technology, outsourcing

Operate more strategically and operationally

Optimise workplace performance to maximise results of the organisation

Perceived value and results

introduction1
Introduction

Why We Hate HR

“In a knowledge economy, companies with the best talent win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation. So why does human resources do such a bad job -- and how can we fix it?”

Keith H. Hammonds

why strategic business partnering
Why Strategic Business Partnering?
  • SBP are people who work with management to define, align and implement people initiatives to benefit the business
    • There is a strong need for the HR function to adopt a more strategic and business like approach
    • A need to make significant contribution to the bottom line
    • Gap between what business leaders and employees need from HR and what HR is providing
    • Partner with middle/senior managers and develop deep knowledge of the business requirements and the challenges these individuals face
    • SBPs develop ACT – gain Access, grow Credibility and develop Trust
    • A project focused role where we identify and partner with clients to support strategic projects that directly address one or more business needs
    • Earn the right to sit at the table with clients – formation of business strategies, integrating and executing people initiatives in support of business plans
key concepts
Key Concepts

“I just learned that I am going to be working in the role of a Strategic Business Partner. …What do I do now?”

four concepts the strategic hr approach

Four Concepts – The Strategic HR Approach

1. HR function supports 3 kinds of work

2. The Need Hierarchy – what SBPs discuss with clients

3. Translating Business needs to human performance requirements

4. Determining the client or who to partner with

1 transforming hr 3 kinds of work
1. Transforming HR - 3 Kinds of Work

3) Strategic

Going up!

2) Tactical

1) Transactional

transactional work
Transactional Work
  • Administrative in nature
  • Order taking manner
  • Quick turn around
  • Addresses needs of individuals
  • Requires providing information or guidance to the individual
    • Requests to counsel a supervisor
    • Requests to fill an open position
    • Identifying a training program to address a developmental need
tactical work
Tactical Work
  • The many solutions HR offers to achieve a goal – our turf
  • Requires design/delivery of solutions
    • Training  Organizational redesign
    • Recruitment  Compensation
    • Succession Planning
  • Tendency to be silo’d into solution specialists
  • Programmable, Resource intensive
  • Benefits work groups
  • Usually integrated into a strategic initiative
strategic work

Addresses and benefits business entities and entire organisation

  • Macro focus and linked to business goals
  • Long term in scope
  • Is solution neutral
  • Requires multiple solutions/tactics –

eg. translating business strategies and goals to human performance requirements

Strategic Work
strategic business partners
Strategic Business Partners
  • Partner with leaders
  • …to define & implementpeople initiatives
  • …for strategic success
four concepts the strategic hr approach1

Four Concepts – The Strategic HR Approach

1. HR function supports 3 kinds of work

2. The Need Hierarchy – what SBPs discuss with clients

3. Translating Business needs to human performance requirements

4. Determining the client or who to partner with

2 the need hierarchy
2. The Need Hierarchy

What SBPs discuss with clients

  • Business Needs – operational in focus, quantifiable, requires multiple efforts, needs/goals for an entity
  • Performance Needs – behaviour on the job, activities done to meet business needs
  • Work Environment Needs/Solutions – infrastructure, work processes, intangibles
  • Capability Needs/Solutions – skills and knowledge the employee needs to perform effectively
    • Business and Performance needs are the results to be achieved
    • Environmental and Capability needs are the root causes of non performance
    • Impacting operational results requires changing people’s performance
four concepts the strategic hr approach2

Four Concepts – The Strategic HR Approach

1. HR function supports 3 kinds of work

2. The Need Hierarchy – what SBPs discuss with clients

3. Translating Business needs to human performance requirements

4. Determining the client or who to partner with

3 business needs to hperformance requirements
3. Business Needs to HPerformance requirements

What questions do I ask?

3 types of questions – SHOULD, IS, CAUSE

  • SHOULD questions identify the business and performance “should’s” or desired state. Business should’s are described numerically, performance should’s are defined behaviourally
  • ISquestions identify what currently exists compared to the should’s. They are current results in quantifiable terms. IS performance describes current behaviour of specific employee groups
  • CAUSE questions focus on root causes for why people are not performing as required. Factors that may hinder performance once a new initiative is under way.

Should & Is questions translate business needs to performance needs.

Cause questions go beyond symptoms to identifying solutions

the g a p s model
The GAPS Model

Go for the SHOULD

Identify what is required by the business and from employees

Analyze the IS

Compare current business results and employee performance to identify gaps

Pin down the CAUSES

Uncover reasons for the gap – root causes not symptoms

Select the right SOLUTIONS

Choose solutions to address the root cause, close business & performance gaps

four concepts the strategic hr approach3

Four Concepts – The Strategic HR Approach

1. HR function supports 3 kinds of work

2. The Need Hierarchy – what SBPs discuss with clients

3. Translating Business needs to human performance requirements

4. Determining the client or who to partner with

4 determining the client who to partner with
4. Determining the Client / who to partner with

Clients have authority or power to make things happen. They own/have accountability for achieving business results

  • Sustained Clients
  • Project Clients

Once clients are identified, we need to develop and maintain partnership/collaboration. We need to work to gain access, credibility and trust.

4 determining the client who to partner with1
4. Determining the Client / who to partner with

Clients have authority or power to make things happen. They own/have accountability for achieving business results

  • Sustained Clients
  • Project Clients

Once clients are identified, we need to develop and maintain partnership/collaboration. We need to work to gain access, credibility and trust.

gaps map
Gaps! Map

Business Need: _______________

Employee Group: _______________

G

Go for the SHOULD

Business SHOULD

Performance SHOULD

A

Analyze the IS

Performance IS

Business IS

Factors External To Organization

Factors Internal To Organization

Factors Internal To Individuals

P

Pin Down the CAUSES

Capability Needs

Work Environment Needs

Outside the business unit

Within the business unit

S

Select the right

SOLUTIONS

sbp accountabilities

SBP Accountabilities

1. Build Client Partnerships

2. Identify and Partner to Support Strategic Projects

3. Influence Business Strategies & Direction

sbp accountabilities1
SBP Accountabilities
  • Reframe requests To Identify Strategic Opportunities
  • Proactively Identify Strategic Opportunities
  • Implement Strategic Projects

Identify & Partner to Support Strategic Projects

Influence Business Strategies & Direction

  • Contribute to Formulation of Business Strategies & Plans
  • Integrate HR Strategic Plan and Initiatives into BP
  • Implement People Initiatives in Support of BP

Build Client Partnerships

Trust

Access

Credibility

sbp accountabilities2

SBP Accountabilities

1. Build Client Partnerships

2. Identify and Partner to Support Strategic Projects

3. Influence Business Strategies & Direction

build client partnerships act
Build Client Partnerships - ACT

Gaining Access to Clients

Gaining Credibility & Trust

Determine the strategic decision and gain “face time” – sustain relationship

Credibility and Trust are gained the old fashioned way…you earn them!

Credibility

The confidence others have in your ability to deliver results. Take actions that impact employee performance & business positively. Accepts responsibility and accountability.

Trust

The confidence others have in your integrity & reliability to achieve results

developing trust
Developing Trust
  • Maintain confidences
  • Honor commitments
  • Match words to actions
  • Act to support organization values
  • Be a straight shooter
  • Be a sounding board – listen deeply
  • Share opinions & perspectives
  • Keep focus on the big picture
  • Accept accountability
  • Avoid blaming others
sbp accountabilities3

SBP Accountabilities

1. Build Client Partnerships

2. Identify and Partner to Support Strategic Projects

3. Influence Business Strategies & Direction

sbp accountabilities4
SBP Accountabilities
  • Reframe requests To Identify Strategic Opportunities
  • Proactively Identify Strategic Opportunities
  • Implement Strategic Projects

Identify & Partner to Support Strategic Projects

Influence Business Strategies & Direction

  • Contribute to Formulation of Business Strategies & Plans
  • Integrate HR Strategic Plan and Initiatives into BP
  • Implement People Initiatives in Support of BP

Build Client Partnerships

Trust

Access

Credibility

the logic used to identify strategic opportunities
The Logic Used To Identify Strategic Opportunities

“We influence more by what we ask than what we tell”

Asking the “Right” question “Right”

preparing for a reframing meeting
Preparing for a Reframing Meeting

3) Prepare opening question

2) Prepare questions

1) Develop a GAPS! map

gaps map1
Gaps! Map

Business Need: _______________

Employee Group: _______________

G

Go for the SHOULD

Business SHOULD

Performance SHOULD

A

Analyze the IS

Performance IS

Business IS

Factors External To Organization

Factors Internal To Organization

Factors Internal To Individuals

P

Pin Down the CAUSES

Capability Needs

Work Environment Needs

Outside the business unit

Within the business unit

S

Select the right

SOLUTIONS

preparing for a proactive conversation
Purpose of meeting

Benefits to client

Benefits to you

Agenda

Confirm time

Confirm business goals (measures,

challenges, employee gaps critical to

achieving goal)

Ask the right questions

Preparing for a proactive conversation –

OPENING

proactive conversations1
Proactive Conversations

Suppose that happens,how would you know you have succeeded?

I would know when….

workflow process for strategic projects
Workflow Process for Strategic Projects

Phases

Proactively Identify Strategic Opportunities

Respond & reframe requests

Partnership

Strategic or tactical Solution?

The Should, Is, Cause

Assessment

Tactical

Moves to implementation phase

Report & Agree Solutions

Plan Solution

Implementation

Implement Solution

Measure & Report Results

Measurement

core behaviours
Core Behaviours
  • Have a proactive conversation
  • Restate & summarize – Connect the dots
  • Deep drill key issues
  • Identify real need and desired results
  • Cash in on what is unknown
  • Push back when the client’ssolution is inappropriate
  • A request for a solution becomes a

situation to be explored

During the meeting…

sbp accountabilities5

SBP Accountabilities

1. Build Client Partnerships

2. Identify and Partner to Support Strategic Projects

3. Influence Business Strategies & Direction

sbp accountabilities6
SBP Accountabilities
  • Reframe requests To Identify Strategic Opportunities
  • Proactively Identify Strategic Opportunities
  • Implement Strategic Projects

Identify & Partner to Support Strategic Projects

Influence Business Strategies & Direction

  • Contribute to Formulation of Business Strategies & Plans
  • Integrate HR Strategic Plan and Initiatives into BP
  • Implement People Initiatives in Support of BP

Build Client Partnerships

Trust

Access

Credibility

business knowledge

Industry

Organization

Business Knowledge

Successful SBP’s think like a business person

Balance

what sbp s need to know
The Business Model

Operational Metrics

Balance Sheet

Strategic Plan

Core Processes

Values & Culture

Customer Profile

Competitors

The Market Place

Key Players

Differentiators

Industry Forces

Compliance

Market Segments

Global Factors

What SBP’s Need to Know

Organization

Industry

hr knowledge
HR Knowledge
  • Talent Selection & Recruitment
  • Development & Retention
  • Career Management
  • Succession Planning
  • Compensation & Benefits

Foundational Competence

Working Knowledge

hr knowledge1
HR Knowledge
  • Change Management
  • Consulting Model & Skills
  • eHR Systems
  • Human Performance Technology (HPT)
  • Organizational Development

Second Level Competence

Understand Principles

apply business hr knowledge
Apply Business & HR Knowledge
  • Deliver on commitments
  • State the financial business case
  • Connect all dots
  • Transcend the HR perspective
  • Share accountability for results
  • Be objective in discussions
  • Challenge inappropriate actions
  • “Underpromise” & “Overdeliver”
  • Deliver on time & under budget
making the sbp role real
Making the SBP Role Real
  • HR needs to be more strategic and integrated in the business
  • Build partnerships based upon credibility and trust
  • This provides opportunities to identify and support projects directly aligned with business goals
  • Enables HR to form long range business strategies and plans
  • Enables HR create and implement people initiatives that link into and support the business strategies and plans
  • HR as SBPs requires the use of a mental model as a guide
  • There are 4 concepts integral to this mental model and critical to our success as SBPs
  • SBPs demonstrate competence through their questioning of clients, knowledge of the business and ability to translate business needs into performance requirements and people initiatives
  • Being a SBP will mean changes for the entire HR function

“Despite the growing pains, the future of HR is phenomenal”

Dave Ulrich

slide47

Partners in Change, Inc., founded in 1981, is a research-based consulting firm led by Dana Robinson and Jim Robinson.

The Robinsons are renowned leaders in aligning people strategies with business goals.

Dana Robinson

Jim Robinson

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