HR Business Partnering is increasingly seen as the future for HR professionals who, in their traditional roles, are often criticised for their lack of connection to the business.
Sharon Brockway, Programme Director for Roffey Park’s new HR Business Partnering programme, explores why business partnering sometimes fails to live up to expectations and gives essential tips to increase its success.
Whilst having lunch last week with a group of senior managers, the topic of HR and its business value arose. The manager sitting next to me talked of HR Business Partnering, complaining that in his organisation “it’s just been a re-labelling exercise, with the same people and same skills, conspicuously failing to add any real value.” Harsh words, but ones often repeated by managers at the operational end of the business who are sold high expectations of HR’s changing role but are disappointed when nothing new or productive emerges.
So what should be the way ahead for HR professionals faced with scepticism by the very people they will be working in partnership with? My experience of working with both the HR community and leaders of business function areas has indicated that there are three crucial areas, we should consider when implementing a change in HR function.
The first is that the impetus for change should not be placed solely at the feet of HR. The HR Business Partnering (HRBP) role signals a significant change in relationship between managers of the business unit and HR. So involving managers at the early stages is vital – listening to their concerns and needs, and exploring the changes they will need to make in their working practices is essential to make the partnership work.
The second gap concerns skill sets. Many HR practitioners may have never been exposed to the sharp end of business processes and strategy. They may have roles that require only administrative skills and reactive responses to issues as they arise. They may never have been called on to create their own area of work that directly supports the business and is dependent on developing a strong sense of professional credibility. This should all be taken into account when changing the HR function.
The third potential pitfall is in getting the practicalities right. Ensuring that there is a clearly defined HR structure, combined with functions and governance that support the efforts of HRBP is essential. The business partner role needs to be properly supported by the right level of technology, processes and resources.
The following top tips will help HR practitioners set off in the right direction when establishing themselves in this challenging and rewarding role.
- Know your business: effective business partners need strong commercial awareness and the ability to focus on the hot organisational issues. So, from the outset get involved in the business planning process.
- Create your HR Strategy: this must be closely aligned with that of the business. Be clear about what HR needs to achieve in the next 3-5 years and link this to your understanding of the wider business objectives.
- Define a vision: work with the senior HR team to develop a vision that contains clear values and practical, realistic goals for this HR role. Include the projects derived from the goals and some of the potential obstacles to effective partnering. Be clear about the role: make sure there is clear information about what the role entails, how it interacts with other roles and how it differs from the ‘old HR’.
- Build and maintain relationships: create a relationship map with yourself at the centre and key relationships shown as either close or distant from you. Indicate the importance of each. What are your wants and needs and what are those of the other person? How are these being met? Grade your relationships to identify where you need to spend more time.
- Extend your influence: work on ways of developing influence with others beyond your area of authority. Spend time listening first to understand what is important to the other person and what motivates them.
- Establish rapport: adjust your style and the way you communicate to meet the needs of the other person. Get the practicalities right: make effective use of technology and plan well. Achieve some quick wins with your line customers and show that you can deliver on time and with the resources provided.
- Establish professional credibility: show in conversation that you understand the business drivers and are aware of wider issues that may impact on the organisation. Make clear your professional expertise as it provides you with credibility. Managers must understand that they need to help you succeed in order to achieve a high-performing organisation.