Human Resources: The Strategic Business Partner!

Human Resources:The Strategic Business Partner!

Introduction: Why SBP The new HR 4 Concepts SBP Accountabilities • 3 Kinds of Work • The Need Hierarchy • Business Needs/Performance requirements • Who to Partner with • Build Client Partnerships - ACT • Identify and Partner to Support Strategic Projects • Influence Business Strategies & Direction Strategic Human Resources Transforming HR from a personnel function to a Strategic Business Partnership SBP

Introduction

Before 1970s Next 25 years Millenium Next 25 years A Look Back Personnel Department Maintain employee records and information Respond to what is urgent Name change from Personnel to Human Resources People issues to manage became more complex Need to “protect” workers regarding health, safety, pay and benefits – Employee Advocate HR Functions broadened – OD, Change Mgt. Changing times – environment becoming more complex, competitive, challenging Retaining and optimising talent, managing organisational change Technology, outsourcing Operate more strategically and operationally Optimise workplace performance to maximise results of the organisation Perceived value and results

Introduction Why We Hate HR “In a knowledge economy, companies with the best talent win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation. So why does human resources do such a bad job -- and how can we fix it?” Keith H. Hammonds

Why Strategic Business Partnering? • SBP are people who work with management to define, align and implement people initiatives to benefit the business • There is a strong need for the HR function to adopt a more strategic and business like approach • A need to make significant contribution to the bottom line • Gap between what business leaders and employees need from HR and what HR is providing • Partner with middle/senior managers and develop deep knowledge of the business requirements and the challenges these individuals face • SBPs develop ACT – gain Access, grow Credibility and develop Trust • A project focused role where we identify and partner with clients to support strategic projects that directly address one or more business needs • Earn the right to sit at the table with clients – formation of business strategies, integrating and executing people initiatives in support of business plans

Key Concepts “I just learned that I am going to be working in the role of a Strategic Business Partner. …What do I do now?”

Four Concepts – The Strategic HR Approach 1. HR function supports 3 kinds of work 2. The Need Hierarchy – what SBPs discuss with clients 3. Translating Business needs to human performance requirements 4. Determining the client or who to partner with

1. Transforming HR - 3 Kinds of Work 3) Strategic Going up! 2) Tactical 1) Transactional

Transactional Work • Administrative in nature • Order taking manner • Quick turn around • Addresses needs of individuals • Requires providing information or guidance to the individual • Requests to counsel a supervisor • Requests to fill an open position • Identifying a training program to address a developmental need

Tactical Work • The many solutions HR offers to achieve a goal – our turf • Requires design/delivery of solutions • Training  Organizational redesign • Recruitment  Compensation • Succession Planning • Tendency to be silo’d into solution specialists • Programmable, Resource intensive • Benefits work groups • Usually integrated into a strategic initiative

Addresses and benefits business entities and entire organisation • Macro focus and linked to business goals • Long term in scope • Is solution neutral • Requires multiple solutions/tactics – eg. translating business strategies and goals to human performance requirements Strategic Work

Strategic Business Partners • Partner with leaders • …to define & implementpeople initiatives • …for strategic success

2. The Need Hierarchy What SBPs discuss with clients • Business Needs – operational in focus, quantifiable, requires multiple efforts, needs/goals for an entity • Performance Needs – behaviour on the job, activities done to meet business needs • Work Environment Needs/Solutions – infrastructure, work processes, intangibles • Capability Needs/Solutions – skills and knowledge the employee needs to perform effectively • Business and Performance needs are the results to be achieved • Environmental and Capability needs are the root causes of non performance • Impacting operational results requires changing people’s performance

3. Business Needs to HPerformance requirements What questions do I ask? 3 types of questions – SHOULD, IS, CAUSE • SHOULD questions identify the business and performance “should’s” or desired state. Business should’s are described numerically, performance should’s are defined behaviourally • ISquestions identify what currently exists compared to the should’s. They are current results in quantifiable terms. IS performance describes current behaviour of specific employee groups • CAUSE questions focus on root causes for why people are not performing as required. Factors that may hinder performance once a new initiative is under way. Should & Is questions translate business needs to performance needs. Cause questions go beyond symptoms to identifying solutions

The GAPS Model Go for the SHOULD Identify what is required by the business and from employees Analyze the IS Compare current business results and employee performance to identify gaps Pin down the CAUSES Uncover reasons for the gap – root causes not symptoms Select the right SOLUTIONS Choose solutions to address the root cause, close business & performance gaps

4. Determining the Client / who to partner with Clients have authority or power to make things happen. They own/have accountability for achieving business results • Sustained Clients • Project Clients Once clients are identified, we need to develop and maintain partnership/collaboration. We need to work to gain access, credibility and trust.

Gaps! Map Business Need: _______________ Employee Group: _______________ G Go for the SHOULD Business SHOULD Performance SHOULD A Analyze the IS Performance IS Business IS Factors External To Organization Factors Internal To Organization Factors Internal To Individuals P Pin Down the CAUSES Capability Needs Work Environment Needs Outside the business unit Within the business unit S Select the right SOLUTIONS

SBP Accountabilities 1. Build Client Partnerships 2. Identify and Partner to Support Strategic Projects 3. Influence Business Strategies & Direction

SBP Accountabilities • Reframe requests To Identify Strategic Opportunities • Proactively Identify Strategic Opportunities • Implement Strategic Projects Identify & Partner to Support Strategic Projects Influence Business Strategies & Direction • Contribute to Formulation of Business Strategies & Plans • Integrate HR Strategic Plan and Initiatives into BP • Implement People Initiatives in Support of BP Build Client Partnerships Trust Access Credibility

Build Client Partnerships - ACT Gaining Access to Clients Gaining Credibility & Trust Determine the strategic decision and gain “face time” – sustain relationship Credibility and Trust are gained the old fashioned way…you earn them! Credibility The confidence others have in your ability to deliver results. Take actions that impact employee performance & business positively. Accepts responsibility and accountability. Trust The confidence others have in your integrity & reliability to achieve results

Developing Trust • Maintain confidences • Honor commitments • Match words to actions • Act to support organization values • Be a straight shooter • Be a sounding board – listen deeply • Share opinions & perspectives • Keep focus on the big picture • Accept accountability • Avoid blaming others

The Logic Used To Identify Strategic Opportunities “We influence more by what we ask than what we tell” Asking the “Right” question “Right”

Preparing for a Reframing Meeting 3) Prepare opening question 2) Prepare questions 1) Develop a GAPS! map

Gaps! Map Business Need: _______________ Employee Group: _______________ G Go for the SHOULD Business SHOULD Performance SHOULD A Analyze the IS Performance IS Business IS Factors External To Organization Factors Internal To Organization Factors Internal To Individuals P Pin Down the CAUSES Capability Needs Work Environment Needs Outside the business unit Within the business unit S Select the right SOLUTIONS

Purpose of meeting Benefits to client Benefits to you Agenda Confirm time Confirm business goals (measures, challenges, employee gaps critical to achieving goal) Ask the right questions Preparing for a proactive conversation – OPENING

Focus On Outcomes Not Activities Proactive Conversations Outcomes results Activities solutions

Proactive Conversations Suppose that happens,how would you know you have succeeded? I would know when….

Workflow Process for Strategic Projects Phases Proactively Identify Strategic Opportunities Respond & reframe requests Partnership Strategic or tactical Solution? The Should, Is, Cause Assessment Tactical Moves to implementation phase Report & Agree Solutions Plan Solution Implementation Implement Solution Measure & Report Results Measurement

Core Behaviours • Have a proactive conversation • Restate & summarize – Connect the dots • Deep drill key issues • Identify real need and desired results • Cash in on what is unknown • Push back when the client’ssolution is inappropriate • A request for a solution becomes a situation to be explored During the meeting…

Industry Organization Business Knowledge Successful SBP’s think like a business person Balance

The Business Model Operational Metrics Balance Sheet Strategic Plan Core Processes Values & Culture Customer Profile Competitors The Market Place Key Players Differentiators Industry Forces Compliance Market Segments Global Factors What SBP’s Need to Know Organization Industry

HR Knowledge • Talent Selection & Recruitment • Development & Retention • Career Management • Succession Planning • Compensation & Benefits Foundational Competence Working Knowledge

HR Knowledge • Change Management • Consulting Model & Skills • eHR Systems • Human Performance Technology (HPT) • Organizational Development Second Level Competence Understand Principles

Apply Business & HR Knowledge • Deliver on commitments • State the financial business case • Connect all dots • Transcend the HR perspective • Share accountability for results • Be objective in discussions • Challenge inappropriate actions • “Underpromise” & “Overdeliver” • Deliver on time & under budget

Summary

Making the SBP Role Real • HR needs to be more strategic and integrated in the business • Build partnerships based upon credibility and trust • This provides opportunities to identify and support projects directly aligned with business goals • Enables HR to form long range business strategies and plans • Enables HR create and implement people initiatives that link into and support the business strategies and plans • HR as SBPs requires the use of a mental model as a guide • There are 4 concepts integral to this mental model and critical to our success as SBPs • SBPs demonstrate competence through their questioning of clients, knowledge of the business and ability to translate business needs into performance requirements and people initiatives • Being a SBP will mean changes for the entire HR function “Despite the growing pains, the future of HR is phenomenal” Dave Ulrich

Partners in Change, Inc., founded in 1981, is a research-based consulting firm led by Dana Robinson and Jim Robinson. The Robinsons are renowned leaders in aligning people strategies with business goals. Dana Robinson Jim Robinson

QUESTIONS?

Human Resources: The Strategic Business Partner!