Build credibility as an HR leader that influences, impacts, and advances your business.

Ask ten different people what it means to be an ‘HR Business Partner’ (HRBP), and you will probably get eleven different answers.

There are tons of roles, all with the title of HR Business Partner, underpinned by different job profiles. There is an apparent variation regarding role accountability and expectations.

This course aims at providing attendees with a clear understanding of what is precisely meant by HR business partnership based on best practices in the field of modern HR management. Moreover, the course introduces the various skills and competencies that HR business partners must develop in themselves to add value and contribute to business objectives.

The most effective HR professionals today possess an entirely new set of competencies, ranging far beyond human resource functions. This intensive course builds the business and financial acumen necessary for HR professionals to have a meaningful impact on the future of the industry, beyond just talent management.

YOU WILL LEARN HOW TO

This course will be facilitated as a workshop whereby the facilitator will engage attendees to identify the various roles and responsibilities that modern HRBPs are expected to play, as well as the necessary competencies that they should develop in themselves to play the role to excellent effect.

Many organizations, though, have experienced problems with installing the HR Business Partner model by filling the role with HR generalists, who are long on tactical skills but short on strategic skills, especially in Organizational Structure and Design. When this happens, the partnerships prove frustrating on both the Business unit side and the HR side.

What this demonstrates, more than ever, is that the HR Business Partner needs to possess a whole new set of competencies, some of the related to the business side of their job and some of them related to the HR side of their job.

The seminar will focus on the true competencies needed to become a true “business partner.”

For those who are new to the role, the seminar will help with planned interventions to develop the required competencies. For those who are currently in the role, the seminar will help with enhancing those competencies.

IMPORTANT COURSE INFORMATION

This certification has been approved for 18 Businessrecertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™, and SPHRi™ recertification through the HR Certification Institute.

Participants who fully attend this course and complete the test on the last day will receive a Strategic Axis Professional Certificate (SAPC). SAPC certificates are regionally recognized and can be quite valuable when applying for more senior roles within the organization or outside.

This course is endorsed by HRCI.

HRCI endorsement is the industry recognized benchmark for high-quality HR training programmes.

Supported by their quality assurance system, endorsement confirms that our training programme is professionally designed and delivered to exacting standards.

COURSE OUTLINE

Traditional definition of HR: get, keep, grow

Lagging HR indicators: is HR hitting the wall?
Traditional definition of HR: get, keep, grow

Overview of traditional HR functions

HR now and then

Competency-based HR

Lagging HR indicators: is HR hitting the wall?

Module 2: The new HR: from service provider to ‘architect of the talent machine’
HR modern day definition: business results, not just HR results

Anatomy of the HR challenge

HR management risk

The corporate talent system; an integrated approach

Attracting and acquiring talent

Understanding and planning talent

Extending talent

Managing and developing talent

Module 3: The fundamentals of HR business partner model
What is HR business partnering?

a brief history of partnering with illustrative  case studies

partnering’s promise – how it delivers benefits

partnering’s problems – when partnering struggles

partnering journeys – review of partnering paths taken

organizations that have successfully implemented partnering

What makes a great HR business partner

Development of HR business partner

Operating as an HR business partner

Key actions

Module 4: Complexity of their role as a HR business partners
Becoming a trusted advisor to both employees and managers

Developing your HR communication skills

Selecting and hiring the right people

Creating a positive work environment

Understanding your role in the evaluation cycle

Conducting training needs analysis and taking relevant action

Guiding employees to manage their career path

Developing your coaching skills (active listening, efficient use of questions, etc.)

Managing employee behavior issues

Understanding the latest HR trends

Module 5: Ulrich model

• The fundamental Ulrich model: four roles to play
  • Strategic partner
  • Administrative expert
  • Employee champion
  • Change agent
• Application of the Ulrich model: four jobs for an HR business partner
  • Strategic partner
  • Operations manager
  • Emergency responder
  • Employee mediator
• Impact on the business of the different jobs of the HR business partner.

Module 6: Skills and competencies for HR business partners – part 1

• Data judgment
  • Business acumen
    • Knowledge business strategy, market challenges, and customer needs
    • Focus on organization’s financials
    • Leading vs. lagging indicators
    • Demonstrating strong business analytics
  • Talent management acumen
    • Workforce planning
    • Succession planning
    • Talent acquisition
    • Talent retention
• Strategic partner
  • Understanding how HRBPs can support the business
  • Understanding the talent needs of the business
  • Adjusting HR strategies to respond to changing business needs
  • Identifying talent issues before they impact the business
  • Identifying and implementing critical HR metrics
    • SMART HR KPIs
    • Aligning HR KPIs with organizational KPIs
    • Use of HR KPIs in measuring the impact of HR initiatives that contribute to the bottom line.

Module 7: Skills and competencies for HR business partners – part 2

• Operations manager
  • Mastering HR theory and adapting it to unique situations
  • Flawless implementation of HR policies, procedures, and systems
  • Communicating organizational culture to employees
  • Assessing employee attitudes
  • Tracking trends in employee behavior
  • Communicating policies and procedures to employees
  • Keeping the line manager updated on HR initiatives
• Employee mediator
  • Managing conflict between employees
  • Managing competing personalities in the organization
  • Managing conflict between managers
  • Responding to organizational changes
  • Resolving problems in the execution of business plans
• Emergency responder
  • Quickly responding to line manager questions
  • Quickly responding to complaints
  • Responding to manager’s needs
  • Responding to employee’s needs
  • Preparing for different situations

Module 8: Examples of Strategic Initiatives
Organizational Effectiveness and Development

Standardization of HR processes and procedures

Lean Human Resources

Using technology to increase effectiveness and efficiency