Ask ten different people what it means to be an ‘HR Business Partner’ (HRBP), and you will probably get eleven different answers. As a matter of fact, there is a large number of roles with the title of HR Business Partner, each one underpinned by a different job profile, role accountability and job expectation. This course aims at providing attendees with a clear understanding of what is exactly meant by HR business partnership based on best practices in the field of modern HR management. Moreover, the course introduces the various skills and competencies that HR business partners must develop in themselves in order to add the most value and contribute to business objectives.
Course Methodology
This course will be facilitated as a workshop whereby the facilitator will engage attendees to identify the various roles and responsibilities that modern HRBPs are expected to play, as well as the necessary competencies that they should develop in themselves to play the role effectively. Various methodologies will be used including:
Short lecturettes
Brainstorming
Case studies
Group activities
Role playing
Course Objectives
By the end of the course, participants will be able to:
Describe the full implications of the modern role of the HR business partner in becoming the ‘architect of the talent machine’
Recognize how the role of HR business partner can add value to the organization and contribute to the achievement of planned objectives
Identify the four roles of the HR business partner
Apply the four roles of the HR business partner and their associated responsibilities
Develop and demonstrate the fundamental competencies required for an effective HR business partner performance
Target Audience
HR professionals responsible for aligning business objectives with employees and management in designated business units. This course may be attended by line or business managers interested to know how to take advantage of the internal consulting services that HR business partners can offer.
Target Competencies
Consulting
Analytical thinking
Networking
Problem solving
Communication
Conflict management
Data analysis
Leadership
Course Outline
Traditional HR: service provider
Traditional definition of HR: get, keep, grow
Overview of traditional HR functions
HR now and then
Competency based HR
Lagging HR indicators: is HR hitting the wall?
The new HR: from service provider to ‘architect of the talent machine’
HR modern day definition: business results, not just HR results
Anatomy of the HR challenge
HR management risk
The corporate talent system; an integrated approach
Attracting and acquiring talent
Understanding and planning talent
Extending talent
Managing and developing talent
The fundamental HR business partner model (Ulrich model)
Definition of HR business partner
The fundamental Ulrich model: four roles to play
Strategic partner
Administrative expert
Employee champion
Change agent
Application of the Ulrich model: four jobs for an HR business partner
Strategic partner
Operations manager
Emergency responder
Employee mediator
Impact on the business of the different jobs of the HR business partner
Example of the responsibilities associated with an HRBP process
The SHRM job description for the HR business partner role
Skills and competencies for HR business partners – part one
Data judgment
Business acumen
Knowledge of business strategy, market challenges and customer needs
Focus on the organization’s financials
Leading vs. lagging indicators
Demonstrating strong business analytics
Talent management acumen
Workforce planning
Succession planning
Talent acquisition
Talent retention
Strategic partner
Understanding how HRBPs can support the business
Understanding the talent needs of the business
Adjusting HR strategies to respond to changing business needs
Identifying talent issues before they impact the business
Identifying and implementing critical HR metrics
SMART HR KPIs
Aligning HR KPIs with organizational KPIs
Use of HR KPIs in measuring the impact of HR initiatives that contribute to the bottom line.
Skills and competencies for HR business partners – part two
Operations manager
Mastering HR theory and adapting it to unique situations
Flawless implementation of HR policies, procedures and systems
Communicating organizational culture to employees
Assessing employee attitudes
Tracking trends in employee behavior
Communicating policies and procedures to employees
Keeping the line manager updated on HR initiatives
Employee mediator
Managing conflict between employees
Managing competing personalities in the organization
Managing conflict between managers
Responding to organizational changes
Resolving problems in the execution of business plans