HR BUSINESS PARTNER MODULE Final version

H R b p HR MODERN COMPETENCY MODEL HR MODERN COMPETENCY MODEL Presented by Nguyen Cong Thuy 3/15/2013 HRBP 1 3/15/2013 HRBP 2 Agenda Agenda 1. HR Evolution Overview 1. HR Evolution Overview 2. HR In New Context Today 2. HR In New Context Today 3. HR Business Partner (HRBP) 3. HR Business Partner (HRBP) 4. Case Study & Group Presentation 4. Case Study & Group Presentation 3/15/2013 HRBP 3 5. Discussion & Lessons Learned 5. Discussion & Lessons Learned 3/15/2013 HRBP 4 1. HR Evolution Overview-HR Journey 1. HR Evolution Overview-HR Journey Welfare Officer Welfare Officer Labor Manager Labor Manager Personnel Management Personnel Management HR Management HR Management Strategic HR Strategic HR 2 nd Industrial Revolution World Wars Globalization 1914-1939 1890-1913 1945-1979 1980-1990 2000 till now • Admin focus • Compliance traditional mindset • Limited scope of activity • Specialized functions • Admin focus with enlarged scope of activity • Support function • More proactive • Business Partner • Focus on value-added activities • Proactive • Multidisciplinary • Multi-faced roles 3/15/2013 HRBP 5 1. HR Evolution Overview-Work Nature 1. HR Evolution Overview-Work Nature HR Director Bu 1 HR manager HR greneralist HR admin BU 2 HR mannager HR generalis HR admin BU 3 HR HR generalist HR admin BU 4 HR manager HR generalist HR admin HR specialist HR specialist HR admin 3/15/2013 HRBP 6 1. HR Evolution Overview-Traditional Function 1. HR Evolution Overview-Traditional Function 2. HR In New Context Today 2. HR In New Context Today 3/15/2013 HRBP 7 6. Technical change 7. Marketing change 5. Legislative Changes 4. Societal Changes 3. Personal Changes 2. Job Changes 1. Organizational Change The Changing Role of HR The Changing Role of HR 3/15/2013 HRBP 8 “You can take my factories, burn up my buildings, but give me my people, and I will bring my business again.” -henry ford- “You can take my factories, burn up my buildings, but give me my people, and I will bring my business again.” -henry ford- HR is more important than ever, people are the only sustainable source of competitive advantage. Watson Wyatt Study 3/15/2013 HRBP 9 What CEOs really want from HR What CEOs really want from HR CEOs want HR to address strategic issues involving the competitiveness and performance of the firm More than the role of protector and administrator. CEOs want HR to address strategic issues involving the competitiveness and performance of the firm More than the role of protector and administrator. 3/15/2013 HRBP 10 A survey of 500 HR Directors across EU, Middle East, and ASIA, found that only 15% of activities carried out by HR Dept. are related to “pure strategic interventions”. [...]... Balance of HR Roles HR needs to realign its service delivery model to add more strategic value to the organization Strategic 60% Transactional/ operational 40% 3/15/2013 HRBP 11 3 HR BUSINESS PARTNER 3/15/2013 HRBP 12 Differences between 3/15/2013 HRBP 13 HRBP model HR Director BU 1 Director BU 2 Director BU 3 Director BU 4 Director BU 1 HRBP BU 2 HRBP BU 3 HRBP BU 4 HRBP HR Shared services HR center... HR center of excellence The HR – Based organization structure 3/15/2013 HRBP 14 HR Roles Model 3/15/2013 HRBP 15 HR Roles Model 3/15/2013 HRBP 16 HR Roles Model 3/15/2013 HRBP 17 HR AS STRATEGIC PARTNER • • Participates in designing & defining orgaization’s strategies Contributes on aligning HR strategies & practies with business strategy → translate business strategy into HR priorities • Strategically... 3/15/2013 HRBP 18 HR AS STRATEGIC PARTNER HR as strategic partner chould be able to: HR as strategic partner chould be able to: Strategic partner core competencies  Facilitate strategy development for business teams by using different techniques Business mastery  Personal credibility Plan and facilitate strategy development to the whole organization  HR Mastery Align the organization strategy with the business. .. concert address concert Strike a balance between the business and Strike a balance between the business and employees employees Communicate, communicate, communicate Communicate, communicate, communicate HRBP 23 HR AS CHANGE AGENT The Change Process 3/15/2013 HRBP 24 HR AS CHANGE AGENT T h e Ch a n g e M a n a g emen t Too l s The change to be managed and the HR Professionals have to be skilled in the change... Business Unit Focus LOW DIFFERENTIATION HIGH Framework 3: Define a value – creation process  Logic / Flow in a shared Service Organization • Step 1: Customer Requirements What does HR do for the business?   Involve the customer in defining deliverables Help the customer see the importance of strategic HRM and the role of HR strategy • Step 2: Customer Interface How does HR interface with the business? ... to ensure it will be delivered  Redesign the organization to support strategy Example: Recruitment 3/15/2013 HRBP 19 HR AS STRATEGIC PARTNER Becoming A Strategic Business Partner Knowledge Delivering capabilities that make a real Requirements  Staying focused on issues that matter to the business difference Bring strong technical expertise to the table and an understanding of your company and its... team – building abilities Business mastery Planning & tolerate ambiguity A risk taker 3/15/2013 HRBP 27 HR AS EMPLOYEE CHAMPION  Create climate for action Daily employee issues Employee engagement Partner Employee development with Employee commitment competence people Conducive climate & culture Deliverable / outcome: increasing employee commitment and capability 3/15/2013 HRBP 28 pl Equip managers... catalyst HR as facilitator designer Change Agent demonstrator Deliverable/outcome: Creating a renewed organization 3/15/2013 HRBP 21 HR AS CHANGE AGENT The Roles of Change Agent  Model the change  Communicate about the change  Engage others to participate  Help others to break from the past  Create a supporting environment Communication Organization 3/15/2013 HRBP Learning Performance 22 HR AS CHANGE... boundaries within the HR function Clarify multiple roles within the shared service organization Co-locate members of the shared service organization Encourage and teach teamwork Get consolidations over as quickly as possible Define measures of shared-service success HR AS ADMINISTRATIVE EXPERT HR professionals, to become Administrative Experts, must learn how to: Reengineering HR work through use of technology,... Voice of the employee Ma  HR AS EMPLOYEE CHAMPION • Listening and responding to employees: ‘providing resources to employees’ • HR professionals in the employee champion role help maintain employee engagement, and ensure that the right employees are developing the right skills that the organization will need to remain competitive Creditable Activist 3/15/2013 HRBP 29 • • 30 • • HRBP • • 3/15/2013 Creditable . Nature HR Director Bu 1 HR manager HR greneralist HR admin BU 2 HR mannager HR generalis HR admin BU 3 HR HR generalist HR admin BU 4 HR manager HR generalist HR admin HR specialist HR specialist HR. structure 3/15/2013 HRBP 15 HR Roles Model HR Roles Model 3/15/2013 HRBP 16 HR Roles Model HR Roles Model 3/15/2013 HRBP 17 HR Roles Model HR Roles Model 3/15/2013 HRBP 18 HR AS STRATEGIC PARTNER HR AS STRATEGIC. 3/15/2013 HRBP 14 HRBP model HRBP model HR Director BU 1 Director HR center of excellence HR Shared services BU 1 HRBP BU 2 HRBP BU 3 HRBP BU 4 HRBP BU 4 Director BU 3 Director BU 2 Director The HR