What is HR business partnering? keds
The concept of business partnering emerged in the mid 1990s. It was one of a number of key HR roles propod by Dave Ulrich necessary for HR to transform itlf into a ‘value adding’ function. In his initial work, Human resource champions, Ulrich referred to the role as that of ‘Strategic Partner’. In esnce the role involves working cloly with nior business leaders on strategy execution, in particular designing HR systems and process that address strategic business issues: a big departure then for HR from the responsive approach adopted in the past. Most commentators agree that today’s HR function needs to be much more business-focud. In practice this means being more customer-focud; cost efficient; innovative, and structured in such a way that it can quickly respond to changing priorities.
The business partner role, however, cannot work in isolation. In his original work Ulrich suggested three other complementary roles, as indicated in the table below任务英文
Strategic Partner | Aligning HR and business strategy: ‘organizational diagnosis’ |
Administrative Expert | Reengineering organization process: ‘shared rvices’ |
Employee Champion | Listening and responding to employees: ‘providing resources to employees’ |
Change Agent | Managing transformation and change: ‘ensuring capacity for change’ 2015高考分数线 |
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In practice there is often overlap across some of the roles. Strategic Partners for example may also take on the role of Change Agent. Equally HR practitioners in roles other than Strategic Partner adopt a more strategic focus. Practitioners operating as Administrative Experts can play a strategic role; an example would be putting together a business ca for implementing a shared rvice, something which if not implemented effectively can damage the employee relationship.
Not surprisingly HR structures and HR roles are not static, They need to evolve to reflect changing business priorities. Despite the popularity of Ulrich’s model, not all organisations have implemented it in its ‘purest’ form. Rearch by CIPD into the changing HR function indicates that although Ulrich’s model appears to be a popular structure adopted for the HR function in the UK, in practice less than 30% of survey respondents had introduced the model in full. A further 30% indicated that they had partially introduced the Ulrich model.
The rearch identified that a variation of Ulrich’s model, referred to as the ‘three-legged
stool’ model has been adopted by veral larger organisations when re-structuring their HR function. Broadly the three functional areas include:
• Shared rvices – a single, often relatively large, unit that handles all the routine ‘transactional’ rvices across the business. Shared rvices typically provide resourcing, payroll, abnce monitoring, and advice on the simpler employee relations issues. Shared rvices’ remit is to provide low-cost, effective HR administration. For further information e our factsheet on HR shared rvice centres.
• Centres of excellence英文书写格式英文电影下载 – usually small teams of HR experts with specialist knowledge of leading-edge HR solutions. The role of centres of excellence is to deliver competitive business advantages through HR innovations in areas such as reward, learning, engagement and talent management. Some major multinationals have ‘centres of experti’ focud purely on developing the HR talent pipeline.
美国达人秀第二季• Strategic business partners – nior HR professionals working cloly with business leaders influencing and steering strategy and strategy implementation. The role can vary
enormously depending on organisational size and business priorities. Some activities that strategic partners are likely to be involved in include:
capability• organisational and people capability building
• longer term resource and talent management planning
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• using business insights to drive change in people management practices
• intelligence gathering of good people management practices internally and externally, so they can rai issues that executives may not be aware of.
Few organisations create clear boundaries between the different functional areas and here is often a degree of overlap. For example, although complex employee relations issues might be handled by a centre of excellence, strategic partners can find themlves entangled in local employee relations issues, particularly if they do not have the relevant skills or support from other functional areas. For business partnering to work successfully
there needs to be good working relationships between HR practitioners in different functional teams. If not, the reputation of the whole HR function will be in jeopardy. As business partners work more cloly with niors they are the ones that will have to deal with negative feedback about the HR function overall.
