Human Resources Business Partner: Concept, Importance in business, Role and Model-Part-A

The success of a company depends on the knowledge, skill, ability (KSA), competency and quality of its employee. human resources, the part of an organization whose genuine function is to support its talent employee—isn't always positioned as a strategic partner But when it comes to congregation strategic HR and business decisions. In this article, we try to discuss about the developing role of human resources, and explore strategies and techniques that can assist HR business partners become more valuable in their roles, and help business leaders know how to best partner with the HR function.

Key Learning of this article:

Importance of HR Business partner, What is the role of an HR business partner? What is A progressive HR organization?, What is Role within an organization?, What is Service your stakeholders? What is Establishing credibility and trust? What is the area of Focus for an HR business partner?, What is Rhythm of the business?, What is Talent planning?, What is Facilitating organizational change?, What is Supporting talent decision processes?, Training and impressing manager?, What is Scaling and assessing your efforts?, What is Partnering internally?, What is Measuring your impact?, What is Tailoring your approach?

This articles cover with the role of an HR business partner, a progressive HR organization, role within an organization, service your stakeholder, establishing reliability and trust, pulse of the business, talent planning, facilitating organizational change, supporting talent decision processes, training and developing manager, scaling and assessing your efforts, partnering internally, measuring employee impact, tailoring approach etc. So, let's get started

when we think of the human resources function at our company? Do the terms strategic partner comes stand out? At most companies, most likely not, but this articles is all about assisting you to move in that direction. Here, you will found clear understanding of the aim of an HR business partner, and the competencies needed to be successful in the role.

A Dynamic HR organization

How the role of an HR business partner can be different. The size of the organization and the overall structure of HR can transform things up a bit. In group of companies, let's say more 1,000 employees; the business partner role usually sits within the organization within HR. These employees were traditionally referred to as field HR or HR generalists. The model that is measured best in three major groups or three legs of a stool providing a particular service to the organization,

1. HR operations,

2. Centers of expertise, and

3. Business partners.

1. HR operation, the first leg of the stool, referred to as an HR service center or talent services. This group is responsible for maintaining the record-keeping systems and implementing the processes which support HR transactions, such as talent searching, job posting, promotions and transfer, attendance management (leaves of absence) or manager changes. This group also naturally serves as the front line for questions like what's our policy around flexible work arrangements.

2. HR centers of expertise, this 2^nd group is included of smaller groups of specialists, usually within a very specific area of expertise. These employees focus on the specific aspects of the employee experience, like remuneration, talent acquisition, talent management, training and development etc.

3. HR business partners, the third leg of the stool; this group works as the mirror of the human resources function in the company. These employees also tend to be aligned with the exact departments in a company or locations in aspect to best support provider to their customer.

These three-legged stools, the HR operations, centers of expertise groups are absolutely critical to the success of the HR business partner. If one of legs breaks, the entire stool will fail. For example, if HR service center can't execute on basic tasks, like documentation for new hire, reward team can't guarantee that people are enrolled in the right health plan, the ability for an HR business partner to establish a connection built on trust and accountability will be cruelly compromised.

“only about 1/3 of organizations worldwide have executed this type of HR service delivery model, and even fewer plan to do so in the future”, according to Mercer Consulting's HR Transformation Study. So there's an opportunity for young executives to share this model with their leaders. By adapting of our thinking, approach and work method into this model ensure that we are making human resources as a strategic partner to the business.

Role of HR business partner within an organization:

An HR business partner is generally responsible for enhancing employee performance in service of an organization's strategic objectives. This may take outline through employee coaching, job design, facilitating talent initiative, and making relations to internal and external experts who specialize in areas like benefits, mobility, or training. To comply of this role, we will need to adopt a dynamic mindset focused on partnering with the business and helping them to create an environment where talent can flourish and drive the business growth.

At some companies, human resources may have recognized the unlucky reputation of strictly enforcing policies, a spokesperson for management, or even called the department of nothing.

In most cases, HR professionals in this workplace are well-intentioned, but don't have the scope or the gear to serve as the strategic partner to the business. So let's figure out how we can fix it. When encountering a new situation, it's important for us to focus on shielding all aspects of the business. This includes managers, employees, vendors, contractors, and customers. Unfortunately, more critical HR roles with clearly defined responsibilities, but the role of an HR business partner is not defined clearly although it depends based on the needs of the group of employees who you support. And if you don't have a defined HR business partner function within the organization yet, you may build a business case to support its formation.

Consult, guide, and influence the talent decision within the organization is our role. We need to be a jack of all trades and have a clear understanding of how to meet the talent needs of our employees, but we don't need to be master.

Serving your stockholder

Stockholders of HR department are our Leaser, Manager, employee, contractor, supplier of the organization. Usually, we don’t think our employee as our stakeholder s. The role as HR business partner is not only to maintain policies, but also to serve employee and keep ourselves accountable for their success. We should understand the needs and expectation of our leaders, managers, and employees.

Leaders: We should spend the most time with them. This group sets direction and assigns priority to talent programs. Before you roll out anything to the broader organization, you want to ask for input and approval from this group.

Managers are responsible for executing on the talent vision set forward by the leadership team. HRBP role is to assist them understand that vision, and provide support and direction during the execution phase. Its critical develops relationships with managers so HRBP can help them to provide guidance and enable extraordinary experiences for their employees.

Employees: we won't naturally interact with employees on a day to day basis, but it's important to be available and ensure that employees are being nurtured. We need to extend our helping hand to them to get ahead of big issues by HR service center but should to be careful not to drown ourselves in technical requests. Our goal will be to become a reliable, trusted talent counselor to the business by honesty, sincerity, constructive communication and effective service delivery.

For example, let's say you're working with a manager who treat their employee is not performing well at the same time the employee, complaining against manager that he is micromanaging them. In this situation what should you do? In this fact, it is important to address each issue, and focus your efforts on getting things back on track to meet the requirements of the business. You can provide suggestions to manager on how they can provide the employee with positive feedback, and design a outline plan for success. At the same time ask the employee open-ended questions to find out why the manager may be monitoring them so strongly. assist the employee comprehend how to make sure that their performance is meeting standards. If it is possible you can arrange a seating both party together for a fruitful conversation and you should focused on how to align the success of your stakeholder s with the needs and expectation of the business. Remember, your stakeholder success becomes your success that’s why you strategic should be stakeholder -focused approach.

Building trust and reliability

Reliability:

Building reliability and trust with leader, manager and employee is critical to the success of an HR business partner. Suppose HR department has the basics of management down pat, you'll be off to a great start to build a meaningful partnership with the business by effective administration of core HR functions like recruitment and employee onboarding, paying their compensation and benefits on time, healthy retirement benefits etc. We should not start talent initiatives like organization design, career coaching before ensuring of all these things. Generally HR professional doing mistake to attempt a partnership role before understanding of the business they support.

HR is also a support function as like others support function of the organization and HR should be accountable for understanding the mechanics of the business and the inner workings of a business. If they fail to understand the business and its process, how can HR make a difference for the employee within the organization? Ask yourself these questions to begin archiving the business acumen you need to be successful as a strategic partner.

· What does our revenue model look like?

· What is our cost structure? Including the fully loaded cost of the largest asset for nearly every company, it's employees.

· Who are our competitors, and how does our profitability compare? etc.

If you don't have this knowledge, you should participate in discussion with finance guys and attend some training to further develop these skills. Note that knowing how your business operates will help you develop more effective talent strategies and also help you to more quickly establish reliability with leaders, managers, and employees.

Trust: Trust can't be urbanized overnight or in a vacuum, it has to be developed over time by consistently meeting the commitments that you make to the business. There's no manual for building trust but certain behaviors help to make like conversations with an open mindset, listening to your stakeholder and trying to reach a solution that will meet their needs, be clear on next steps, Make reasonable commitments, maintain confidentiality and avoid surprises.

Once you develop a meticulous understanding of the business you support and a foundation of trust, now the real step work can begin.

Rhythm of the business

A key feature of the HR business partner's role is to align talent initiatives like Performance reviews, promotion cycles, or diversity initiatives to what's called the rhythm of the business and this will be determined by variety of things including the company's financial calendar, product release schedules, or meetings with investors.

Establishing talent initiatives, one among the foremost important tasks an HR business partner can do when is to tune to the present rhythm and make sure that HR programs are aligned. To the purpose possible, you would like the timing of annual HR programs schedules to be expected, so your stakeholder s are ready to plan for them, then that they compliment the rhythm of the business.

High performing employee will have continuous needs like career path development, or job redesign and an honest HR business partner is continuously working to assess and identify talent needs of employees. you've got to make sure that talent programs are often beneficial to the worker .

Talent planning

Identify, assess, and plan for prospect talent needs is to finish a talent review. A talent review is essentially a planned conversation with leadership about human capital, best performer and company's talent. It helps to make a standard understanding around employee performance, the promotion pipeline, and succession plans.

Talent planning covered following areas.

• Succession Planning,
• Top talent,
• Promotion, and
• Talent insights.

Succession Planning:

It encourages your leaders to think about what happens when someone left the organization. If employees think, "Am I being replaced?"

“Succession planning may be a process for identifying and developing new leaders who can replace old leaders once they leave, retire or die. Succession planning increases the supply of experienced and capable employees that are prepared to assume these roles as they become available.”
Top talent: this is often normally the very best five to 10 percent of the organization who are completely serious and working at the highest levels. For these employees, you would like to possess a clearly designed plan for a way to develop and retain these employees for the sustainable leadership.
Promotions: Promotions should be premeditated, and never a surprise particularly at senior levels. Potential promotions will help managers to supply potential promotes with clear expectations on next steps, and work together to create a business case.

Talent insights: this will cover things like whether we're expert at hiring externally or developing talent internally, and the way we develop career paths for our employees. HR business partners got to add within the basics of assessing talent into their daily jobs.

[Note: This articles is learning outcome and rewrite to understanding of HR business partner]

Thank You

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Human Resources Business Partner: Concept, Importance in business, Role and Model-Part-B

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Human Resources Business Partner: Concept, Importance in business, Role and Model-Part-A