HR Business Partnering Skills

Human

esource

R

Business
Partnering
Skills

Lead Consultant, NarejoHR Pvt. Ltd.
Seasoned HR Professional
Author Workplace Sanity(DAWN)

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Passion

Cer>ﬁca>on

Educa>on

Rahila
Narejo

Key
Learning
Objec7ves

1.  Leverage
an
assessment
to
evaluate

your
HRBP
competencies

2.  Set-‐up
a
strategic
partnership
with

internal
clients

3.  Develop
HR
Business
Partnering
skills

(inﬂuencing,
leading
change,
consul5ng,

and
managing
internal
HR
Projects)

4.  Gain
an
understanding
of
the
8D

problem
solving
process

5.  Evaluate
the
HR
Business
Partnership

using
good
prac>ce
guidelines

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HR
Business
Partnering
Skills:

•  Overview

–  A
liQle
of
the
history
of
business
partner

–  Business
partnering
as
a
formal
set
of
strategic
skills

•  Part
1
-‐
Shaping
the
Business
Partnership

–  1.1
Posi>oning
the
Partnership

–  1.2
SeRng
Up
the
Partnership
Func>on

•  Part
2
-‐
Developing
a
Professional
Edge

–  2.1
Inﬂuencing
and
Leading
Change

–  2.2
Key
Consultancy
Skills

–  2.3
Managing
Projects
and
Reviewing
Performance

•  Part
3
-‐
Benchmarking
Your
Progress

–  3.1
Measuring
Your
Impact

–  3.2
Business
Cases
and
Conclusion

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HR
Business
Partnering
Skills:

•  Overview

–  A
liQle
of
the
history
of
business
partner

–  Business
partnering
as
a
formal
set
of
strategic
skills

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A
liQle
of
the
history

Approximate
Dates

Key Business
Issues

HR Role

1970s-1990s

Organic Growth
New Technologies

n 

Diversification

n 

Productivity

n 

1940s-1970s

n 
n 

1920s-1930s

Competition

n 

Negotiations

n 

Downsizing

n 

Leadership

n 

Change Programs

n 

International
Competition

n 

Hiring, Training, and
Caring for Employees

n 

Survival

n 

Shift to Service

n 

Globalization

n 

Talent Development

n 

Innovation

n 

Strategic Capabilities

n 

2000

Title for Role

Reinvention

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n 

n 

n 

n 

Personnel

Employee
Relations/Labor
Relations
Human
Resources

Performance
Management/Rewards
n 

HR Business
Partner/CCO

Ulrich’s
matrix

Future/Strategic
focus

Strategic
partner

Change

agent

Processes

People

Administra>ve

expert

Employee

champion

Day-‐to-‐day/Opera>onal
focus

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Ulrich s
Human
Resource
Champions

(1997)

Four
Roles
for
HR

–  Administra>ve
Expert

–  Employee
Champion

–  Change
Agent

–  Strategic
Partner

When
HR
professionals
work
as

strategic
partners,
they
work
with
line

managers
to
ins5tute
and
manage
a

process
that
creates
an
organiza5on
to

meet
business
requirements.

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Business
Partner

‘‘someone
who
maintains
a
strong

connec>on
with
employees
and
the

opera>onal
side
of
the
business,
while

focusing
on
strategic
goals
and

inﬂuencing
through
others’’

(Kenton
&
Yarnall,
2006).

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Working
alongside
managers
in
the
business

What
is

currently
on

your
CEO’s

Agenda?

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What
are
HR’s

Impera>ves?

CEO
Agenda

1.  Cash
is
king

2.  Driving
down
costs

3.  Increasing
produc>vity

4.  Increasing
revenues

5.  Improving
margins

alue

.  Increasing
shareholder
v
6
.  Increasing
market
share

7
t

hain/supplier
managemen
8.  Supply
c
9.  Regula>on

10. Benchmarking

11. Crea>ng
a
Legacy

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HR
Impera>ves

1.  Talent
spoRng

t

2.  Leadership
developmen
3.  Capability
alignment

4.  Succession
planning

force

.  Building
an
engaged
work
5

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Business
partnering,
a
set
of
strategic
skills

Role
of
the
HR

Professional

Areas
of
interest

Transac7onal

Approach

Recrui>ng,

training,
pay,

work
rela>ons

Strategic
Approach

View
of
the

organisa>on

Client

Micro

Macro

Employees

Status
in
the

organisa>on

Educa>onal

requirements

Rather
weak

Managers
and
the
organisa>on
as
a

whole

Rather
strong

Specialist
in

human
resource

management

General
HR
educa>on
with

management
experience
or
general

manager
with
HR
experience

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Strategy
and
culture
of
the

organisa>on
and
policy

Source:
M.
Green,
Public
Personnel

Management,
Spring
(2002).

Business
partnering,
a
set
of
strategic
skills

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HR
Business
Partnering
Skills:

•  Overview

–  A
liQle
of
the
history
of
business
partner

–  Business
partnering
as
a
formal
set
of
strategic
skills

•  Part
1
-‐
Shaping
the
Business
Partnership

–  1.1
Posi>oning
the
Partnership

–  1.2
SeRng
Up
the
Partnership
Func>on

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Abdul
Rashid,
a
man
with
challenges

Expansion

Succession

Cost
Control

New
Technologies

Opera>ons
Director
at
Horizon
Fer>lizer.

Objec>ve:

maintain
eﬃcient
produc>on

while
building
for
the
future

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What
Abdul
Rashid
is
used
to

Iden>fy
Issue,

Deﬁne
Solu>on,

Submit
request

Wait

Respond
to
query

Wait

Find
temporary

solu>ons

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HR

•  Right
solu>on?

•  Future-‐proof?

•  Meets
business

needs?

•  Most
eﬃcient?

•  Could
it
be

done
beQer?

What
Abdul
Rashid
is
used
to

Expansion

Tell
me
what
resources

you
need
and
we
will
hire

them…just
ﬁll
out
these

forms…but
you
just
need

to
screen
the
CVs
I
send

you
and
do
all
the

interviews

HR

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What
Abdul
Rashid
is
used
to

New
Technologies

Oh
yes…new

technology…I
don’t

understand
chemicals,

just
tell
me
exactly
what

educa>on,
experience

and
competencies
you

need.

HR

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What
Abdul
Rashid
is
used
to

Succession

Succession
problems,

huh?
What
skills
do
you

need,
where
should
I

look
for
them,
ﬁll
out

this
form,
don’t
you

know
someone
in
your

network?

HR

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What
Abdul
Rashid
is
used
to

What
is
your

budget?

Cost
Control

I
don’t
really
know

about
ﬁnancial

things
–
I’m
in
HR

HR

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A
diﬀerent
model?

HR
Business

what??
Partner?

What’s
diﬀerent?

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Hello,
I’m

Sara,
your
HR

Business

Partner

1.1
Posi7oning
the
Partnership

A.  What
are
you
seeking
to
achieve?

B.  Understand
current
percep>ons
(your
brand

image)

C.  Developing
your
marke>ng
plan

D.  Posi>oning
Checklist

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“the
intangible

sum
of
a
product’s

aSributes”

David
Ogilvy

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How
does
Abdul
Rashid
perceive
HR?

HR

•  __________________

•  __________________

•  __________________

•  __________________

•  __________________

•  __________________

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Mark
Twain

“If
you
don’t
know
where
you

are
going,
you
may
not
like
it

when
you
get
there.”

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B

A

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A.
What
are
you
seeking
to
achieve?

•  Strategic
alignment

–
to
improve
the
alignment
of
people
management

prac>ce
with
business
goals

–
to
help
managers
understand
their
people
in
the

context
of
the
organisa>on

•  Service

–
to
provide
an
accessible
point
of
contact
for
clients

–
to
improve
overall
service
levels

•  Financial

–
to
provide
improved
services
at
no
extra
cost

–
to
control
burgeoning
costs
on
externals.

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B

B.
Understand
current
percep7ons

(your
brand
image)

•  What
reputa>on
already
exists
about
your
group?

•  What
value
do
you
currently
bring?

•  If
you
were
oﬀering
a
service
under
another
guise

(Business
Partnering),
how
might
that
impact
on

your
credibility
for
the
new
service?

A

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C.
Developing
your
marke7ng
plan

Awareness
of
the
products

and
services

Expressing
an
interest

Raising
an
issue
that
may

require
your
service

Recognizing
competence
and

value

Trus>ng
you
to
do
the
job

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D.
Posi7oning
Checklist

q  What
are
the
business
drivers
for
moving
to
a
Partnership
model?

q  What
are
the
strategic
objec>ves
you
need
to
align
with?

q  How
well
does
the
Partnership
role
support
the
cultural
aims
of
the

business?

q  Can
you
ar>culate
what
you
can
oﬀer
your
clients?

q  What
are
your
client’s
percep>ons
of
you
and
your
role?

q  What
brand
image
are
you
seeking
to
achieve?

q  What
service
do
you
provide?

q  How
clear
is
your
marke>ng
strategy?

q  Where
is
your
client
posi>oned
in
terms
of
your
role?

q  What
successes
can
you
market
as
case
studies?

q  How
eﬀec>vely
do
you
leverage
available
promo>onal
opportuni>es?

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1.2
SeZng
up
the
Partnership
Func7on

A.  What
do
business
partners
actually
do?

B.  Partnerships
structuring
op>ons?

C.  Challenge
for
exis>ng
HR
personnel

D.  A
framework
for
working
collabora>vely

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1.2
SeZng
up
the
Partnership
Func7on

• 
• 
• 
• 

Dissa>sfac>on
of
internal
clients
with
present
service

Pressure
to
drive
down
HR
costs

Increasing
need
for
strategic
HR
advice

Commitment
of
Senior
Management

Opera>onal

HR
Services

A

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B

Strategic

Business

Partnerships

•  Line
Manager
capability
and
readiness

•  Reluctance
of
Managers
to
take
on
“HR”
issues

•  Lack
of
strategic
skills
within
HR
func>on

•  Pressure
of
increased
opera>onal
issues

A.
What
do
business
partners
actually
do?

Future/Strategic
focus

Talent planning
n  Talent development
n  Performance management
n  Executive succession
n  Shared services
n  HRIS Needs
n  Outsourcing/offshoring
n  Acquisition assessment
n  Managing diversity
n 

Processes

Compensation/benefits
n  Recruiting
n  Hiring/firing
n  Data reporting
n  Relocation
n  Orientation and training
n  Labor law
n  Policy management
n 

System Strategic alignment
n  Organization architecture
n  Globalization
n  Organizational learning
n  Cultural integration
n  Change leadership
n  Capability creation
n  Board relations
n 

Productivity guidance
n  Discipline
n  Grievance
n  Counseling
n  Team effectiveness
n  Conflict Management
n  Trade Union Negotiations
n  Advice on redundency
n 

Day-‐to-‐day/Opera>onal
focus

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People

B.
Partnerships
structuring
op>ons?

•  Outsourcing
day-‐to-‐day
administra>ve

func>ons;

•  More
eﬀec>ve
use
of
Informa>on
Technology;

•  SeRng
up
a
service
centre;

•  Devolving
responsibility
to
line
management

for
HR
processes.

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Model

Prerequisites

1. 

• 

Business Partners as process
consultants, with specialist and
transactional HR provided
centrally or outsourced

• 
• 

2. 

and specialist providers, with
transactional HR reporting into
them

• 
• 

• 

3. 

4. 

consultants with specialist
transactional HR provided
centrally, and a local HR
Adviser as a focal point for
transactional issues

▪ 

Business Partners working
alongside the line on specialist
and transactional issues using
a process consulting approach

▪ 

▪ 
▪ 

▪ 

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Benefits

Effective central or outsourced
provision of transactional HR

Line managers understand and
value process consulting

Business Partners able to
access strategic issues

• 

Effective provision of
transactional HR

Line managers value specialist
input along with process
consulting

Business Partners establish
clear role boundaries with
transactional HR

• 

Line managers understand and
value process consulting

Effective central provision of
specialist services

Business Partners able to
access and clarify strategic
issues

Line managers need a one-stop
service

Transactional issues are interlinked with specialist advice and
strategic intent

▪ 

• 

• 

• 
• 
• 

▪ 
▪ 

▪ 
▪ 

Ability to build strong working
relationships

Gains an in-depth
understanding of the business
issues

Ideally positioned to influence
change without distractions

In touch with the day-to-day HR
issues

Ability to tailor the specialist
advice directly to the client

relationships

Gains an in-depth
understanding of the business
issues

Line managers feel supported
on transactional issues

relationships

Gain an in-depth understanding
of the business issues

Suited to a smaller organisation

Involvement in all areas gives a
greater understanding of the
whole

Process
Consultant?

I’m
here
to
understand
your

current
issues,
barriers
to

achieving
your
strategic

goals,
and
to
iden>fy
ways

HR
can
facilitate
you
in

overcoming
these
issues.

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…like
an

“Internal

Consultant”

Process
Consultant?

External

Internal

Credibility through brand status and previous
experience

Broad business perspective – bringing new
ideas

Limited organisation-specific knowledge,
possibly at content level only – ‘Not made here’

Perceived as objective

Credibility through history of
interactions within the business

Deep organisational perspective

Special/different

Understands its culture, language
and deeper symbolic actions

Perceived as an organisational
‘agent’

The same

Low investment in final success

High investment in final success

Meets client’s agenda

Meets corporate agenda – which
may not be client’s

Knows the people, but may have
preconceptions

Free, accessible, and available

Needs time to understand the people – may
misinterpret actions and interpersonal dynamics

‘On the clock’ – timed, expensive, rare and
rationed

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Model
1:
business
partners
as
process
consultants

working
alongside
the
line,
with
specialist
and

transac7onal
HR
provided
centrally
or
outsourced

• 
• 

• 

Introduced
HRBP
Model
in
2001

Three
components:

1. 
A
centralised
HR
Service
Centre
which
carries
out
the
transac>onal
HR
processes;

2. 
Centres
of
excellence,
comprised
of
groups
of
specialist
advisors
working
in
two
main

areas:

(a)
Resourcing
and
learning;

(b)
HR
specialist
prac>ce
which
covers:

–
equality
and
diversity

–
talent
management

–
pensions.

Today
CoE’s
prime
role
is
to
develop
policy
and
processes
to
support
the
business,
but

with
a
delivery
capability.

3. 
The
Business
Partner
team,
who
work
alongside
the
business
opera>on.

72,000
people
in
Barclays,
1000
are
in
HR:
~
400
are
in
the
Service
Centre
/130
CoE/Rest
are
BPs

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Model
2:
business
partners
as
process
and
specialist

providers
working
alongside
the
line,
with

transac7onal
HR
repor7ng
in
to
them

•  Expert
role
+
Process
consultant

–  Some
or
all
may
have
exper>se
in
mergers
and
acquisi>ons,
or

talent
management,
which
they
draw
to
influence
strategy
in

those
par>cular
areas.

–  This
is
likely
to
be
an
easier
transi>on
in
companies
not
familiar

with
the
benefits
of
process
consul>ng,
as
the
HR
Business

Partner
will
be
perceived
to
be
bringing
something
specific
to

the
table.

–  Typically
in
this
model,
the
BP
has
a
higher
status
in
HR
and

keeps
in
touch
with
the
day-‐to-‐day
ac>vi>es
by
having
the

transac>onal
HR
roles
repor>ng
to
them.

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Model
3:
business
partners
as
process
consultants

working
alongside
the
line,
with
specialist
and

transac7onal
HR
provided
centrally,
and
a
local
HR

adviser
as
a
focal
point
for
transac7onal
issues

•  Like
Model
1,
BP
has
no
transac>onal
du>es
or
par>cular

exper>se
and
is
free
to
operate
strategically.

•  Where
it
diﬀers
from
model
1
is
that
it
has
the
beneﬁt
of
not

leaving
line
managers
feeling
unsupported
in
terms
of

opera>onal
HR
and
not
crea>ng
a
hierarchy
between
Business

Partners
and
Opera>onal
HR.

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Model
4:
business
partners
working
alongside
the
line

on
specialist
and
transac7onal
issues
using
a
process

consul7ng
approach

•  ‘‘but
that’s
not
a
Business
Partner!’’

•  More
suited
for
smaller
organisa>ons
which
don’t
have
a

requirement
for
large
HR
service
centres.

•  Work
differs
liQle
from
that
of
more
tradi>onal
HR

Managers
except
for
the
way
of
working
with
managers:

BPs
are
more
facilita>ve
and
aim
to
develop
self-‐
sufficiency
amongst
the
line
by
using
a
coaching

approach.

•  BUT…s>ll
difficult
to
be
proac>ve
with
the
business
due

to
heavy
opera>onal
workload.

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s

C.
Challenge
for
exis7ng
HR
personnel

Strong

understanding

of
prevailing

cultural
norms

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May
also
be

‘‘blind’’
to

cultural
norms

How
a
Business
Partner
does
it

May
I
have
a
few
minutes
of

your
>me?

I’d
like
to
understand
your

func>onal
area
of
the

business
beQer
and
the
type

of
issues
you
are
tackling
at

the
moment.

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D.
A
framework
for
working

collabora7vely

• 
• 
• 
• 
• 
• 
• 

Context

Overview

Needs
of
the
Client

Symptoms

Underlying
issues

Long-‐term
likely
eﬀects

Tasks
and
>mescales

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How
a
Business
Partner
does
it

NEEDS:

It
seems
this
is
a
par>cularly

challenging
>me
for
you.

What
would
make
this
situa>on
beQer

for
you
and
others?

OVERVIEW:

What
is
happening
at
the
moment?

CONTEXT:

What
is
the
main
purpose
of
the

team/unit?

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How
a
Business
Partner
does
it

TASKS
and
TIMESCALES:

So…What
needs
to
happen
next?

LONG-‐TERM
EFFECTS:

What
is
the
likely
impact
if
this

issue
con>nues?

UNDERLYING
ISSUES:

What
else
is
contribu>ng
to
this

problem
or
issue?

SYMPTOMS:

What
has
you
no>ced

speciﬁcally
that
is
happening
in

rela>on
to
this
issue?

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HR
Business
Partnering
Skills:

•  Overview

–  A
liQle
of
the
history
of
business
partner

–  Business
partnering
as
a
formal
set
of
strategic
skills

•  Part
1
-‐
Shaping
the
Business
Partnership

–  1.1
Posi>oning
the
Partnership

–  1.2
SeRng
Up
the
Partnership
Func>on

•  Part
2
-‐
Developing
a
Professional
Edge

–  2.1
Inﬂuencing
and
Leading
Change

–  2.2
Key
Consultancy
Skills

–  2.3
Managing
Projects
and
Reviewing
Performance

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2.1
Inﬂuencing
and
Leading
Change

A.  What
kinds
of
change
are
you
likely
to
be

involved
in?

B.  Dealing
with
resistance
to
change

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A.
What
kinds
of
change
are
you
likely

to
be
involved
in?

•  Implemen>ng
and
facilita>ng
mergers/acquisi7ons
and

partnerships;

•  Restructuring
part
or
all
of
the
company;

•  Introducing
company-‐wide
policies
or
systems;

•  Cultural
change;

•  Reward
and
remunera7on
programmes;

•  Implemen>ng
people
development
strategies;

•  Recruitment
and
reten7on
strategies;

•  Strategy
on
implemen>ng
legisla>ve
requirements
–
e.g.

around
diversity;

•  Business
process
improvements.

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B.
Dealing
with
resistance
to
change

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2.2
Key
Consultancy
Skills

A.  What
is
internal
consultancy?

B.  The
consultancy
cycle
(Ford
8D)

C.  The
importance
of
contrac>ng

① What
to
contract/agree
upon?

② Avoid
some
of
the
piyalls
of
contrac>ng

③ Reaching
an
impasse

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A.
What
is
internal
consultancy?

‘‘A
2-‐way
interac8on
–
a

process
of
seeking,
giving
and

receiving
help’’

(LippeQ
&
LippeQ,
1986)

‘‘A
person
in
a
posi8on
to
have

some
inﬂuence
over
an

individual,
group
or

organisa8on,
but
who
has
no

direct
power
to
make

changes’’

(Block,
2000)

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B.
The
consultancy
cycle
(Ford
8D)

CONSULT

8D

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Problem
Solving
(Ford
8D)

Sara
builds

rela>onships
with

managers
and
key

staﬀ,
working

WITH
them
to

analyze
and
plan

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Problem
Solving
(Ford
8D)

“CONSULT”

Sara
researches

relevant

competencies
and

develops
a
vision
of

how
the
new

workforce
will
look

and
operate

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Problem
Solving
(Ford
8D)

A
manager
is

recruited
with
the

technological

skills
and
together

they
plan
the

recruitment
&

development

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Problem
Solving
(Ford
8D)

Consul>ng
Cycle

Analysis:
Sara

realizes
that

workforce
planning

is
not
being
linked

to
business
need
–

HR
is
not
engaged

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C.
The
importance
of
contrac7ng

•  To
avoid
unrealis>c

expecta7ons
or

misunderstandings

•  Focus
on
‘‘what’’
(diﬀerent

elements
of
a
project),
and

‘‘how’’
(the
HRBP-‐Client

rela>onship)

•  Benchmark
for
assessing

the
eﬀec>veness
project

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C.1
What
to
contract/agree
upon?

•  Agree
on
objec7ves
and
the
overall
scope
of
the
work

•  Set
7mescales
and
plan
the
phases
of
work

•  Agree
who
has
responsibility
for
each
aspect
of
work

•  Agree
on
data
gathering
methods
and
access
issues

•  Agree
how
the
work
will
be
communicated

•  Outline
the
ﬁnancial
implica>ons

•  Detail
other
resource
alloca>ons

•  Outline
any
dependencies
and
risks
that
may
aﬀect
the

intended
outcomes

•  Establish
a
review
process
and
a
process
for
re-‐nego7a7on

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C.2
Avoid
some
of
the
pigalls
of

contrac7ng

•  Perceiving
contrac>ng
to
be
an
up-‐front

ac>vity

•  Straying
too
far
into
data
gathering

•  Star>ng
to
carry
out
work
before
a
contract
is

agreed

•  Ac>ng
unprofessionally

•  Ignoring
a
lack
of
commitment
from
the
client

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C.3
Reaching
an
impasse

The
client
says:

‘‘Why
don’t
you
think
it
over
and
get
back

to
me?’’

The
client
means:

I
want
you
to
do
it
the
way
I’m
sugges>ng.

The
client
says:

‘‘Lets
gather
some
more
evidence’’

The
client
means:

I
don’t
agree
so
you
can
prove
it
if
you
like.

The
client
says:

‘‘Right’’
or
nothing
at
all

The
client
means:

I’m
confused
and
don’t
really
understand

what
you’re
saying.

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A.
So
what
is
project
management?

Project
Management
is
having
a
clear
and

structured
process
for
u>lizing
the
resources
of

the
organisa>on,
in
order
to
achieve
a
deﬁned

objec>ve
within
a
set
of
constraints.

Project
=
Deﬁned,
achievable
output

Program
=
A
collec>on
of
inter-‐related
projects

to
drive
Behavior
Change

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Sara’s
Working
Day

Understand

Opera>ons-‐
plans,

issues,
needs

Liaison
with
HR

specialists/suppliers

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Translate
into
HR

needs
and
then

deliver
outcomes

&
work
on
long-‐
term
process

improvements

How
does
Abdul
Rashid
perceive
HR
now?

•  __________________

•  __________________

•  __________________

•  __________________

•  __________________

•  __________________

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Business
Partner
vs
“Tradi>onal”

“Tradi7onal”

Process
and
Respond

Task
responsibility
–
once

done,
it’s
done

Business
Partner

Analyze
and
Manage

Top-‐down

High
value

Strategic

Process
and
outcome

ownership

Success
is
performing
task

Business
outcome
is
the

key
success
measure

Focus
is
on
HR
Func7on

Con7nuous
business

performance/improvement

HR
Process
Knowledge

Business
Knowledge
is

more/equally
important

BoQom-‐up

Limited
value

Non-‐strategic

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From
Low
to
High
Value

BUSINESS

PARTNER

Improve
process

VALUE

Iden>fy
need

Manage
outcome

Specify
solu>on

HR

OFFICER

Perform
ac>on

RESPONSIBILITY

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Report
&

measure

A.
What
Gets
in
the
Way?

Fear
of
NETWORKING

•  Manipula>ve;

•  More
of
a
selling
job
than

anything
else;

•  Seems
false;

•  People
will
think

–  I’m
pushy;

–  I’ve
got
nothing
beQer
to
do;

•  It’s
about
small
talk
and

–  I
haven’t
got
>me
for
that;

–  managers
haven’t
got
>me

for
that.

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Networking skill/behaviour

A genuine interest in other people

Understanding of the business and issues facing the organisation

Understanding of the culture and ‘‘way things are done around here’’

Good listening skills

Aware of own body language and the impact on other people

Ability to ask pertinent questions

Sharing knowledge and information with others

Willing to disclose your understanding of the culture of the organisation

Able to read body language and what’s really being said

Sensitive and tactful when dealing with others

Ability to remember people on a personal as well as professional level

Able to engage in small talk

Proactive in meetings and getting to know those who are new to the
organisation

Gets back to people when promised on an issue

Good at showing appreciation of others

Facilitates introductions of other people

Easy and approachable style of communication

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Lets people know how to contact you

Do it well
now

Need to
Improve

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

□

B.
Good
prac7ce
guidelines
and

models
for
evalua7on

• 
• 
• 
• 

Benchmarking

Balanced
scorecard

Sa>sfac>on
surveys

Ac>vity
tracking.

Finance
(e.g.
revenue
growth
and
cost

improvements)

Customer
(e.g.
sa>sfac>on
measures,
market

share)

Internal
processes
(e.g.
opera>onal
eﬃciency)

Learning
and
growth
(e.g.
employee
sa>sfac>on,

skill
levels).

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Where
should
you
spend
your
>me?

q Building
rela>onships/customer
service

q General
administra>on

q Resourcing

q Policy
and
Planning

q Compensa>on
and
Beneﬁts

q Training
and
Development

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3.2
Business
Cases
and
Conclusion

!

Line Manager Assessment of HRBP Competencies

!

!
The Corporate Leadership Council has developed this assessment for line managers to evaluate the performance of their HRBPs

!

!
!
!
!

!

!

Your Name:
Your HR Business Partner Name:
!

1. My HRBP demonstrates significant knowledge of our organization, products, and the external market.

!

!

Disagree

I. Knowledge

Neither Agree
nor Disagree

Agree

!
!
!
!

2. My HRBP demonstrates understanding of the human capital issues related to my organization and industry.

!
!

Disagree

!

!

4. My HRBP has the understanding of the practical techniques needed to execute on HR strategies.

!

!

Agree

!

!

!

!

Neither Agree
nor Disagree

Agree

!

1. My HRBP provides creative solutions to our pressing workforce problems.

!
!
!

Disagree

!

!
!

!

!

II. Skills

!

!

Neither Agree
nor Disagree

!

!

Disagree

!

!
!

!
!
!

Disagree

3. My HRBP articulates knowledge of potential strategies to solve long-term HR problems.

!

!
!
!

2. My HRBP effectively uses metrics in making business cases and assessing the performance of HR programs.

!

Disagree

!

3. My HRBP takes the initiative in proposing new business and HR strategies.

!
!

Disagree

4. My HRBP makes a persuasive case about the need for new workforce HR strategies.

!
!

!

Disagree

Neither Agree
nor Disagree

!
!

!
!

Neither Agree
nor Disagree

!

Neither Agree
nor Disagree

!

!

Neither Agree
nor Disagree

!

!

Neither Agree
nor Disagree

Agree

!
!

!
!
!

Agree
!

!

Agree

!

!
!

Agree

!
!

!

Agree

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!GROWING BUSINESSES!THROUGH PEOPLE!ONE BRAIN AT A TIME

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Source:
Corporate
Leadership
Council,
HR–Line
Support
Eﬀec>veness
Survey

!

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!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!GROWING BUSINESSES!THROUGH PEOPLE!ONE BRAIN AT A TIME

HR
must
give
value,
or
give
no>ce.

“HR
should

not
be
deﬁned
by
what
it

does,
but
by
what
it
delivers

–
results

that
enrich
the
organiza>on's
value
to

customers,
investors
and
employees.”

David
Ulrich

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There
are
not

paths,
no
roads

ahead
of
us.

In
the
ﬁnal
analysis,

it
is
the
walking

that
beats
the
path

–
it
is
not
the
path

that
makes
the

walk.

Poet Machada in the 5th
Discipline – Senge (1990)

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HR Business Partnering Skills

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HR Business Partnering Skills