w5 from adviser to hr business partner – bridge the skills ... · from adviser to hr business...
TRANSCRIPT
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From adviser to HR business partner – bridge the skills gap to become a trusted influencer
W5 From adviser to HR business partner – bridge the skills gap to become a trusted influencer
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Rhian EdwardsSnr HR Business Partner
Session Content
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0930 Introductions
0940 What is an HR business partner?
1015 Myths, legends and slaying dragons
1045 Coffee
1110 The HRBP toolkit – The HR entrepreneur
1145 Moving up the value chain – Adviser to Partner
1215 Close
What is an HR Business Partner?
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Networking discussion
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What does the role of HR business partner mean in your organisation?
If we asked your management teams what would they say?
Myths, legends and slaying dragons“Human resources is one of the most visible and influential departments in any organisation. Yet, also one of the most mysterious.”
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Who creates the myths?
The HR executioner
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Probably the most common spooky HR myth, most employees consider the HR department as that place where you’re magically transformed into an employee, then stripped of your status, and transformed into an unemployed human. It’s easy to think that it’s all human resource professionals do all day – sift through CVs and type up letters of dismissal, hiring and firing.
In reality, most HR professionals spend a lot more time in meetings with managers and executives defining HR needs and developing an HR strategy than they do recruiting and dismissing employees.
HR – Judge and Jury
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When a new hire is discovered as a rotten apple (and quickly dismissed), the blame is usually tossed onto the people who handed this rotten apple their contract with the company. Human resources are also sometimes those to get the credit for hiring quality talent, albeit this credit is often taken by other departments or individuals in the company.
Smoke-and-mirrors are behind this common myth, which makes it easy to dispel. While the magical transformation to and from employee state is in the hands of human resources, hiring and firing decisions are almost always a mutual effort by team managers, executives, external candidate research service providers and, of course, the people working at the human resources department.
HR is out to get you!
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The scary stories around most organizational campfires teach us not to trust the HR boogeymen. They work for management, and are their disguised eyes and ears among the working folk. It has been told that any information shared with human resources can (and will) be used against you.
Usually, this myth is formed when a few employees have had bad experiences with those dreadful HR people. All it takes is one comment from an HR manager to strengthen the legend of the evil human resource witch or monster, trying to take your job from you.
HR has magical powers
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The human resource department wants (and needs) to know if something is impairing your ability to do your job effectively or harming the company as a whole. But they are not therapists and magicians.
The nightmare scenario of sexual harassment in the workplace is a good horrific example. When it happens, reporting it to HR is obviously necessary. However, expect that HR will need to act for the good of the whole organisation and to limit risk.
HR is garlic, silver bullets and sunlight rolled into one
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The HR job description is similar to a witch’s brew. Except instead of bat tails and lizard tails you have stuff like compliance, performance management and engagement.
No one likes to deliver bad news and HR has to front up for the good and bad bits. Obviously, this helps perpetuate the myth of HR as a kind of gloomy angel of death, always waiting to scythe down the next underperforming employee but that’s not the case.
Eyal Katz | Human Capital Management Best Practices| October 26, 2017
Break
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The HRBP toolkit
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The skill shift
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FRO
MRecruitment
Training & Development
Structure change
‘To Do’ activities
Right people, right place
Welfare
Monthly reports
KPI’s
Annual survey
Policies that say ‘No’
HR Generalist
TO
Talent Acquisition
Organisation Development
Organisation Design
Project & change management
Culture alignment
Wellbeing
Business intelligence
Multiple data sets & insight
Continuous engagement
Enabling guidelines say ‘Yes’
HR Entrepreneur
Networking discussion
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What are some of the challenges you have faced in implementing the HRBP role?
If you are planning the transition what barriers will you need to overcome?
Moving up the value chain – Adviser to Partner
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HRBPThe
business
Meet the business
where it ‘IS’
Be relevant
HR Business Partnering (HRBP)
Traditional HR Adviser HR Business Partner
Operational focus Strategic (focus with pragmatic application)
Action-oriented – often reactively Business goal-oriented – future focussed
Resolving existing performance problems through application of policy and procedure
Identification of key issues/opportunities through insight and intelligence
Efficiency focus Effectiveness focus
Moving up the value chain – Adviser to Partner
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Sought out to provide insight to tomorrow’s strategic plans
Involved in today’s strategic debate
Coaching/Advising
Tooling Up
Mopping Up
Moving up the value chain – Adviser to Partner
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Moving up the value chain – Adviser to Partner
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Partner to provocateur
Insight-driven HR
Building ‘organisational equity’
(from health to ‘agility’ and engagement to ‘authenticity’)
Moving up the value chain – Adviser to Partner
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• Lifelong Learner - Curious, interested and open to new things.
• Emotional Intelligence - Maintain your state, have empathy for your clients and do it with a sense of calmness or centredness.
• Resilience - It’s more than just bouncing back from difficult situations. It’s staying calm in the face of difficulty and not taking the issues personally, staying objective.
• Suspension of Judgement - This is both about the people and the work. Looking at the potential in people is not always easy, but necessary when it comes to managing performance, development plans, and succession planning.
• Tame the gremlins – Even when faced with challenging situations or people, keep the inner dialogue to a minimum.
