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Developing as an HR Business Partner
- 1. 304LON - International HRM - C07 Developing as an HR Business Partner Muhammad Tanvir Hossain Student ID: 4325352
- 2. Table of Content • 1. Role of IHR Business Partner • 2. Changed role of HR • 3. Challenges facing IHR Business Partner • 4. External stakeholders influence • 5. Strategic contribution to the organization • 6. References
- 3. 1. Role of IHR Business Partner The role of International HR Business Partner is to work closely with business leaders and/or line managers to achieve shared organisational objectives, in particular designing and implementing HR systems and processes that support strategic business aims(CIPD). Source: My HRM Ulrich’s Matrix
- 4. • Strategic Partner – help to successfully execute business strategy and meet customer needs • Account management • Vendor management • Tax equalization policies • International equity joint venture • Administrative Expert – constantly improve organizational efficiency by reengineering the HR function and other work process • IT skills • Planning and development • Employee Champion – maximise employee commitment and competence • Leadership skills • Change Agents – deliver organizational transformation and culture change. • Communication skills
- 5. 2. Changed role of HR Historically, a number of intrinsic factors that have influenced the way in which HR professionals as an occupational status group have sought to cope with the exigencies of ‘role change’, defined as ‘a change in the shared conceptions and execution of typical role performance and role boundaries’ (Turner, 1990:88).
- 6. The Role has been changed because of: 1. Issues of ‘powerlessness’ or marginality in management decision- making processes, especially at a strategic level 2. An inability to maintain or defend the boundaries of their specialist expertise from encroachment or control by managerial intervention 3. Lack of clarity or accountability in specifying the goals, business outcomes, or the contribution of the personnel function; and 4. Tensions in sustaining an ethos of mutuality in the face of the opposing interests between management and employees (Legge, 1978; Tyson and Fell, 1986; Watson, 1977).
- 7. The HR Value Proposition Source: Grin.com
- 8. Expected change in future • The roles and responsibilities will be for IHRM Business Partner in future in balancing the economic imperatives of: » Cost control » Global standardization » Development of labour sourcing » Compensation » Talent strategies and skill gap analysis » Traditional marketing for Employer Branding
- 9. Ulrich Model Source: HR Business Partner
- 10. 3. Challenges facing IHR Business Partner • Managing equality and diversity Source: Beardwell & Claydon(2010)
- 11. • Organizational Culture • Ethical issues • Language barrier • Safety and security • In-facility emergency and disaster preparedness • In-facility security • Industrial espionage, theft and sabotage • Cyber terrorism • Our-of-facility fire and travel risks
- 12. • Recruitment and Selection • Legal • Language standards • Reward systems • Training and Development
- 13. 4. External stakeholders influence • Government • Taxation • Unions • Strikes • Social groups • Green peace Source: The Stakeholder Model (bized.com)
- 14. 5. Strategic contribution to the organization Current skills: • Planning and development skills • IT skills • Communication skills Skills I required: • Leadership skills • Account management • Tax equalization policies • International equity joint venture skills
- 15. Q&A
- 16. 6. References • Abbott, A. (1988). The System of Professions. Chicago: University of Chicago Press. • Beardwell, J. and Claydon, T., (2010). Human Resource Management: A Contemporary Approach. 5thEd. Harlow. Financial Times/Prentice Hall. • Birkberk College, University of London. [Online] available from <http://eprints.bbk.ac.uk/52/1/caldwell2003.pdf> [2012] • Bordia, P. and Blau, G. (1998) 'Pay referent comparison and pay level satisfaction in private versus public sector • organisations in India', International Journal of Human Resource Management, 9, 1: 155-67 • Bratton, J. and Gold, J. (2008) 4th Edition Human Resource Management: Theory and Practice, Basingstoke: Palgrave Macmillan • Ceridian Freedom. [Online] available from <http://www.ceridian.ca/en/news/2005/10trends.pdf> [2012] • Dowling, J. P., Festing, M. and Engle D. Allen (2010). Fifth Edn. South-Western Cengage Learning. • Freidson, E. (1994). ‘How dominant are the professions?’ In Professionalism Reborn. Cambridge: Polity Press.
- 17. • Grin. [Online] available from <http://www.grin.com/en/doc/250247/a-descriptive-study-of-human-resource- operations-in-higher-education-are> [2012] • Legge, K. (1978). Power, Innovation and Problem Solving in Personnel Management. London: McGraw-Hill. • My HRM. [Online] available from <http://myhrm.wikispaces.com> [2012] • Strategic Partner framework, HR People. [Online] available from <http://hrpeople.monster.com/nfs/hrpeople/photos/0000/0051/Flow.gif> [02.09.12] • Source Leadership Connections. [Online] available from <http://www.leadershipconnections.co.uk/hr-business- partner.php> [20.05.2010] • The Chartered Institute of Personnel and Development. [Online] available from <http://www.cipd.co.uk/hr- resources/factsheets/hr-business-partnering.aspx> [05.01.12] • Turner, R. (1990). ‘Role change’. Annual Review of Sociology, 16, 87–110. • Ulrich Model. [Online] available from <http://www.capitahrsolutions.co.uk/Assets/Images/slide1> [20.08.12] • Ulrich, D. (1998). ‘A new mandate for human resources’. Harvard Business Review, 76, January–February, 124– 34.
Hinweis der Redaktion
- This process may involve the formal designation of ‘HR business partners’, that is HR professionals who are embedded within the business, sometimes as part of a wider process of restructuring of the HR function (CIPD). It was introduced by David Ulrich in his book “HR Champion”. The HR Business Partner was a defined as the real partner to the internal clients, the partner understanding the needs of clients and bringing the right solutions to aiming to resolve the issues.
- Some of these factors are generic to all professions in their attempts to maintain their autonomy or power through ‘jurisdictional claims’ over the provision of specialist expertise (Abbott, 1988, p. 59). However, personnel professionals as a relatively weak occupational group, face some very specific challenges that relate to the inherent role ambiguities that have characterized their functional position (Friedson, 1993). These include: (1) issues of ‘powerlessness’ or marginality in management decision-making processes, especially at a strategic level; (2) an inability to maintain or defend the boundaries of their specialist expertise from encroachment or control by managerial intervention; (3) lack of clarity or accountability in specifying the goals, business outcomes, or the contribution of the personnel function; and (4) tensions in sustaining an ethos of mutuality in the face of the opposing interests between management and employees (Legge, 1978; Tyson and Fell, 1986; Watson, 1977).
- Ulrich and Brockbank (2005) introduced the VPM in their newly released, research-based book,The HR Value Proposition. In this updated version of Ulrich’s (1997) earlier book the authors described the transition of HR to a more strategic approach to service delivery as a “value proposition” in which HR activities, departments, and personnel produce value-added outcomes for organizational stakeholders including employees, customers, line managers, and investors. Ulrich and Brockbank posited that value-added partnerships are created when those who receive HR services gain from them. Therefore, HR practices related to people, performance, information, and work should add value to the organization and the organization’s stakeholders.
- Discrimination is the process of judging people according to particular criteria (Beardwell, J. & Claydon, T. 2010:197) Equality and diversity policies are seen desirable and often recommended to organization about how to frame such policies.
- ORGANISATION CULTURE: HR Business Partners focus on how different organizations manage their people across national borders. HR Business Partners will have to accommodate employees in their virtual work locations and find ways to manage corporate culture, socialization and employee orientation. LEARNING AND DEVELOPMENT: International HR Business Partners are faced with the challenge of providing a challenging and learning environment where the employees’ skills can be sharpened and remain relevant RECRUITMENT AND SELECTION: Another challenge being faced by HR Business Partners is the issue of recruitment and selection. Legal and language standards are not enough to build and achieve organisational goals when the right people are not employed for the right jobs. The challenge does not stop with recruiting the right person but with how to manage their performance. For example of the changes in relation to reward systems. The seniority-based flat rate system is now replaced by systems that often have some link to performance. There is no uniform wage policy for all sectors of the economy. although the minimum Wage Act 1948 is a centrally legislated act, minimum wages vary widely across states. Increasingly, there is a move towards performance-related pay and promotion in private firms( Bordia and Blau, 1998)
- If a NGO starts green campaign then business needs to change in terms of changing raw materials which is environmental friendly but expensive. HR Business partner as a strategic partner have to come up with new strategies to minimize cost. For example: improving per person productivity or reducing shifts or buying latest technological machinery to help improving cost effectiveness. Bank: If host country bank increase interest rate on short term borrowing, then IHR business partner need to act quickly to stop paying more interest to the bank and arrange long term loan. It will minimize the cost of production and increase the profitability.
- Leadership skills: I need training to gain leadership skills and improve my adaptability on team working, built relationship between my line manager and strategies. I have to have strong personal guiding principles to lead my team and have a vision and strategy to achieve my organisational goals. Account Management: The responsibilities of an account manager vary depending on the nature of the business. The account manager builds client relationship by acting as the interface between the customer service teams and sales teams within a company. The goal is to maintain the company's existing relationship with a client or group of clients, so that they will continue using the company for business. The account manager also tries to identify potential new clients and business opportunities and to persuade new customers to place business with the company. Tax equalization policies: Tax equalization very much relates to the arena of international assignments. It all starts when a company takes the decision of sending employees abroad from his headquarters home location and / or from any location / subsidiary to any other location / subsidiary. As a HR business partner I need to have proper understanding on Taxation because it has effects on salary and purchasing power. It is my responsibilities to look after employee not to suffer a financial hardship. International equity joint venture: Strategically IJV have experienced tremendous growth during last two decades. This will continue to represent a major means of global expansion for MNEs. A separate legal organizational entity representing the partial holdings of two or more firms of IJV, so it is very important for me to learn the law and help my organization in case of any misunderstanding between both or more parents company.