Roffey Park s A-Z of Human Resources Business Partnering. Alex Swarbrick. Experience, expertise and knowledge business partnering.

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1 Experience, expertise and knowledge business partnering Roffey Park s A-Z of Human Resources Business Partnering Alex Swarbrick enlightening people

2 Introduction At Roffey Park we have been helping organisations with HR business partnering for many years. They have benefited from our experience of best practice for HR business partnering, our expertise in implementing the approach and in developing HRBP professionals, and our understanding of how to develop, implement and maintain an effective HR business partner approach through our in depth research. For over 60 years, Roffey Park has been at the forefront of helping organisations succeed through their people. From grounded research like Maximising the value of HR business partnering to consultancy across all sectors, from short courses to Master s degrees, we have an envied understanding of people and organisations. And that wealth of understanding, not only of HR, but OD and Leadership development makes us unique. Have you recently implemented the HR business partnering approach in your organisation? Are you a new HR Business Partner? Have you been working with the HR business partnering approach in your organisation for some time? This guide will help provide you with some useful prompts and raise useful questions regardless of your role within HR business partnering in your organisation. If you have any questions, please contact us on hrbp@roffeypark.com. Kind regards Alex Swarbrick Programme Director HR Business Partnering

3 3 A Anticipate Through closer alignment to the organisation and a sharper external focus, HR Business Partners (HRBPs) are in a position to contribute in a way that anticipates and shapes direction, rather than reacting to issues as they arise. By evolving the HR role to be more anticipatory, line managers will feel that HRBPs are adding value and supporting the future direction of the organisation. B Business Partnering Business partnering as a mindset and collection of behaviours, has been with us for a long time, albeit by a different name. Over forty years ago, Edgar Schein identified the different ways in which consultants operate in organisations and here we can see the seeds of business partnering today. He described three different ways of working; the purchase-sale model, the doctorpatient relationship and process consultation. Each of these can relate to HR business partnering today, although the process consultation approach is probably the one closest to Ulrich s thinking because it requires a more collaborative way of working. Ulrich and Brockbank summarise the aim of the of the business partner model; it is to help HR professionals integrate more thoroughly into business processes and to align their day-to-day work with business outcomes. A-Z of Human Resources business partnering

4 4 C The 4C approach Caring attuned to the human aspects of the role; paying attention to the process as well as content issues; understanding how people might react to change. Competent knowledge of the business and organisations more widely; commit to improving skills. Connected develop excellent relationships with all stakeholders; understand needs and goals; understand politics of the organisation. Challenging constantly pushing the boundaries of possibility within the business; challenging the people and the processes. D done to or done with Our recent research* uncovered a strong feeling among some Line Managers that they have been done to and not done with when it came to implementing the HR business partnering model in their organisations. If line managers are not fully clear on the reasons for implementation or their role in making it work, it will be no surprise that they may be reluctant to contribute to its success. It is important to remember that Line Managers are behind the curve when it comes to business partnering; HR has been thinking about the model for 10 years but this is not the case outside the HR function. Communication with the line is key in maximising the benefits for the organisation, before, during and after implementation. HR has the opportunity to bring Line Managers further along the curve by involving them in the decision-making process and ensuring that they feel the implementation has been done with. HRBP business partnering

5 5 E F Expectations Pre-implementation, it is important to manage expectations of the impact the change will have. Line Managers should be clear about what is to be expected of them in this new role while HRBPs should be equally clear about what their line managers can expect from them. Organisationally, it is important to be open about the impact the change is likely to have and to manage expectations about how quickly this may be seen. Future The HR Business Partner model was introduced by Ulrich over ten years ago and has increasingly become implemented by organisations as they look to align their HR function with the business and expect a more strategic approach from HR. Ulrich and Brockbank continue to write about HR business partnering and have recently articulated five predictions for the future. These are: continued alignment with organisational strategy; the emergence of technology which will affect the structure of HR functions, creating more centralisation; the external focus extending further to add value for outside stakeholders; HR professionals becoming more effective as business partners; and HR professionals basing their activities on solid empirical evidence gained through research into HR issues. All of these predictions point towards a future focus for HR outside the narrow confines of the HR department. A-Z of Human Resources business partnering

6 6 G H Gathering data We believe in beginning with the end in mind, in other words be clear about the rationale for adopting a business partner approach and be clear how you will know it is working. Gathering data is critical to understanding if the approach is working in your organisation or if there are aspects of it that need to be further tailored to suit your organisation. Choose HR metrics that have a clear line of sight to the strategic aims for your organisation. And choose whether you will gather, how often, who will analyse the data and what you will do with the data. Gathering anecdotal or numerical data, or both enables organisations to gain even more benefit from the approach. Human At Roffey Park we have 60 years experience of the people side of organisations and know that there is a need to keep hold of `human' in Human Resources. It can be easy to lose sight of the people aspect of HR when becoming involved in making major transitions and structural changes. But, whilst HR becomes more strategic in their contribution to the organisation's results, they must also hold the organisation's attention on the fact that it is humans not resources that deliver those results. HRBP business partnering

7 7 I J Influencing Being able to influence effectively is a key part of the HR Business Partner role over 80%* of HRBPs we talk to agree that being able to influence is a key competency and that it directly relates to how successful a business partner is in their role. Whilst each individual has a personal bias when it comes to which style of influencing they prefer to use, there are certain characteristics that can be attributed to successful influencers. They are perceptive, authentic, assertive but not aggressive, flexible, positive and work hard to form good relationships with a large number of people. Job Role A quick search on the internet highlights the wide range of HRBP roles, with salaries ranging from 26k to 130k. So, whilst the job title may be the same, the job role itself can vary widely. At the top end of the scale the role would be expecting a focus on strategic alignment of HR and on managing the top-level relationships in the organisation, whilst further down the role would provide a more general HR service in support of Line Managers advising and guiding on employment law, employee relations and managing disciplinary and grievance processes. A-Z of Human Resources business partnering

8 8 K Knowledge In supporting Line Managers and the organisation, HRBPs are expected and required to have an in-depth knowledge and understanding of the policies and practices of effective people management. This is demonstrated by providing pragmatic advice and solutions; and translating business needs into HR solutions which meet the needs of the organisation and drive performance. L Line Manager Our research* has found that whilst the idea of HR business partnering is firmly embedded within the HR function, line managers are often further back along the change curve. The most frequent request that we see from Line Managers is for communication. Line Managers want to understand the roles within the model, the benefits they can expect to see and what is expected of them. It is important to identify early on in the process of implementing the HR model what requirements the Line Managers have, as gaining their buy in and support will result in a supportive and collaborative process, ultimately leading to a more successful transition. HRBP business partnering

9 9 M McKinsey Seven S framework This model works on the premise that there are seven aspects of an organisation that are interdependent in order for it to be successful. This framework can be used when HR are thinking about the people aspect of the business. Strategy Structure Systems Staff Style Shared Values Skills N Needs There are a number of needs that the HR Business Partner should be considering before, during and after implementation of the model. The needs of the organisation must be clearly identified prior to implementation and any tailoring of the model be considered here. Given the shift in the role for many, the development needs for both HRBPs and the Line Managers should be established. The Line Managers should be able to establish their needs, and these then understood by the Business Partners on an ongoing basis. A-Z of Human Resources business partnering

10 10 O P Operational The business partnering model requires a shift away from the traditional HR role, which is more operationally focussed, tends to be about the short term and requires immediacy. An operational role is more action-orientated; in particular, it is about the resolution of existing performance problems whereas a strategic role is about the identification of key issues/ opportunities. Operational roles tend to be more focussed on efficiency and are more hands-on in their approach. Politics Resource scarcity; shifting allegiances as a result of mergers or acquisitions; global competition and the resultant increased emphasis on influence and negotiation have all contributed to the elevated importance of micro-political skills in the workplace. It is important for a business partner to be aware of the organisational politics that exist and also of their own political style. Organisational politics can be used in a constructive way when the culture acknowledges and embraces it. Q Questioning Challenging and questioning policies and processes is a core strength for HRBPs. Line Managers are looking for their HRBP to add value by questioning their thinking, their processes and their procedures in order to achieve a better outcome for everyone. The ability to question in a constructive and positive way is a skill HRBPs will find useful on a daily basis, and the ability to do this will help in becoming a credible, valued member of the management team. HRBP business partnering

11 11 R S Relationships Building effective relationships is a major part of the HRBP role. It is crucial to build credibility with colleagues across the business, developing and maintaining relationships in order to increase business influence. A relationship map may help to identify all of the relationships you have, or need to have and to help identify those which need strengthening. Strategy As the key reason for implementing the HR Business Partner model is most likely to align HR to organisational strategy, it is essential for HRBPs to fully understand strategic thinking and to become strategic partners. It requires a longer term approach to HR and is less about efficiency and more about effectiveness. Line Managers are looking to HRBPs to support the organisational strategy with an aligned HR solutions strategy. As strategic partners, HRBPs must fully understand the business both across internal functions and the overall context which it operates. A-Z of Human Resources business partnering

12 12 T Three Legged stool Ulrich s original model for re-engineering the HR function has also become known as the three-legged stool. He has outlined the ways in which HR might be re-structured into Shared Services/ HR Business Partners/ Centres of Excellence. Our research* has discovered that there appear to be three key ways in which UK organisations are adopting the idea of business partnering: Implementation of the full business partner model using all three elements from Ulrich s model Introduction of a business partner role Using business partnering as a way of working with line managers without changing HR roles or job titles U Ulrich The HR Business Partner model came to the fore as a result of the work of Dave Ulrich who synthesized how many companies were developing their HR function. In his 1997 book, Human Resource Champions, Ulrich described how HR could be more thoroughly aligned to business processes and help the function contribute more to business outcomes. Ulrich and Wayne Brockbank have continued to evolve the basic model, emphasising the need for HR to deliver value to both external and internal stakeholders, adding a fourth leg to the stool (operational executor), and continuing to research competencies for effective HR professionals. HRBP business partnering

13 13 V Value There is often the perception of HR functions adding little value to the organisation. One of the benefits of implementing the HR Business Partner model is to add value to the strategic direction of the organisation. HR is seen as adding value, being proactive and focusing more on the customer where HR business partnering exists. It is important to remember that value is defined by the receiver more than the giver, therefore, HRBPs should identify where the value for their partners is in what they offer is it directly financial or something more? W Why? The impetus for implementing the HR Business Partner model comes from HR in the majority of cases, usually the HR Director. But why do they want to do this? There is the belief that if HR delivers value to the organisation then it will become more credible, respected and influential. Our research* found that the most common reasons given for implementation were performance related. 73% of HR professionals said that supporting business strategy was a factor and 70% gave improved organisational performance as a reason while 69% stated that improved HR performance was a factor. A-Z of Human Resources business partnering

14 14 X Y Z exposure With greater exposure comes greater risk. As the HR function re-positions itself in order to gain credibility, respect and influence, it naturally becomes more exposed to the organisation through greater involvement. The benefits of this greater exposure are potentially great, however the flip side is that there is a greater risk that if HR fails to deliver, then the opportunity to act more strategically is likely to be reduced. You The knowledge and expertise expected from HRBPs by the business is high. As an HRBP, it is important to remember to retain some time for you and your own development. This will ensure that you continue to deliver added value and benefit for your organisation. Generation Z For those involved in the long term strategic planning for their organisation, generation Z will begin to become relevant for organisations during the next five years. This is the generation born between the mid 1990s to the late 2000s and whilst it is hard to describe the characteristics of this group there are some things that we know. Given their exposure to technology and use of it from a very early age, this group can potentially offer employers flexibility unknown to organisations today. For HRBPs shaping the future of their organisations, understanding this group and the benefits their differing approach can have for organisations will add enormous strategic value in the future. * Maximising the Value of HR business partnering. Griffin, Finney, Hennessey, Boury. Jan 2009 HRBP business partnering

15 Roffey Park and HR business partnering: Experience, expertise and knowledge We are able to support organisations from the very first steps of considering the approach, developing the HR Business Partners and Line Managers, through to post implementation analysis and future planning. We offer Tailored development programmes for your organisation We have worked with a wealth of organisations on a range of aspects of HR business partnering over the years including Sellafield, Pensions Regulator, npower, RSPCA, News International, Lloyds TSB and many more. HR Business Partner Skills programme Our popular 3 day programme gives HR Business Partners a model and tools for effective business partnering enabling them to align their role with the needs of the organisation and the confidence to really make a difference. In-depth research reports Maximising the Value of HR Business Partnering Griffin, Finney, Hennessey, Boury Regular one off conferences and event For more information: T E W hrbp@roffeypark.com

16 About Roffey Park Founded in 1946 Roffey Park is a charitable education institute with a commitment to research and promoting the health and well-being of individuals at work. Our core purpose is to work with individuals and organisations to create a more enlightened way of working. To shed light on organisational issues and create clarity where there is confusion. To promote creative business, cultivate more productive ways of working and build enlightened organisations. We provide: development programmes for individuals seminars and conferences tailored programmes for organisations qualification programmes research For more information about Roffey Park, please visit our website at Roffey Park Institute, Forest Road, Horsham, West Sussex, RH12 4TB, United Kingdom Tel: +44 (0) Fax: +44 (0) info@roffeypark.com Roffey Park is a Charity, Registered No: Printed on recycled paper