A True HR Business Partner will infuse themselves with knowledge about their business
My first ever opportunity to work in HR was an HR Business Partner. In those days it was when David Ulrich’s book which introduced Business Partnering, Human Resource Champions (1997), was being widely implemented throughout the UK. It was exciting times, a new ask was being made of “Personnel Departments”. Businesses were curious and expectant about how this new model of HR would benefit them. [easyazon_block add_to_cart=”default” align=”left” asin=”0875847196″ cloaking=”default” layout=”left” localization=”default” locale=”UK” nofollow=”default” new_window=”default” tag=”peopldisco-21″]
When Ulrich introduced the notion of business partnering, he identified, 4 distinct functions for an HR Business Partner :
- Becoming a strategic partner
- Being an administrative expert
- Acting as an employee champion
- The role of a change agent.
The business partner became a staple addition to the Human Resources family.
The latest from Ulrich[easyazon_block add_to_cart=”default” align=”left” asin=”0071802665″ cloaking=”default” layout=”left” localization=”default” locale=”UK” nofollow=”default” new_window=”default” tag=”peopldisco-21″]After a number of books, and refinements on the model, Ulrich’s latest book, HR from the outside-in (2012), expands on the original model. The book identifies 6 key skills required.
- Strategic Positioner
- Credible Activist
- Capability Builder
- Change Champion
- HR Innovator and Integrator
- Technology proponent
Being a business partner
The original model was introduced some 17 years ago, since then, not much has changed. Although being a technology proponent is a much-needed addition. Technology is important because the answer is to use technology to deliver transactional work.
Little historical data was in existence and credibility was a big problem. HR had to prove they deserved a seat on the board. Not only for their expertise and mainstreaming of the importance of people as a resource but also for their business and financial savvy.
In the transition from transactional to strategic work, there were many organisations who just did not buy into the notion of HR helping to shape the future or to be true business partners to help the organisation get better results.
Like any major change, there was resistance and sometimes downright rejection. This made my job as a business partner fraught with difficulties. When I became the national business partner, I oversaw a team of 10 or so business partners across the country. One of my main jobs was to help the business partners gain credibility with the business.
While role and job skills which ran parallel to Ulrich’s model were vital, there were two additional and distinct skills which always clinched the deal with customers:
Understanding the numbers was crucial. Because of this, having a commercial understanding of the conflicts, constraints, and demands on leaders and managers to achieve results within financial parameters was essential. If a business partner underpins every recommendation and solution with accurate cost and cost implications they will gain credibility.
Sometimes a business partner gets hung up on what is the “right thing to do”, and while this is always the starting point; business managers would often point out, that “doing the right thing” is fine, but financially it’s not always possible. The way to get round financial constraints and conflicts is to determine the level of risk on any possible course of action. Sometimes, there is no option but to take some risk. If a business partner is able to help a customer determine a calculated risk, which keeps them within their financial parameters, they will undoubtedly win credibility.
As a big proponent of achieving results through people, I have never advocated a results-driven culture. What I mean by results-driven culture is when values and otherwise sensible courses of actions are abandoned at the expense of getting results. But it is naïve to propose solutions to managers which ignore or will impact negatively on results, without outlining how solutions will improve results in the long run. If a course of action doesn’t maintain or improve results, in the long run, it is likely to be rejected.
If a business partner can build into any proposals or remedies, how results can be improved, usually through, better skilled, more motivated, more engaged people, then they will also be remembered for their business savvy.
Business Partnering is, and always will be a challenge if it is done well. It can also be satisfying and rewarding when the business is a better place because of the expertise a business partner has brought to the table.