Improving HR Business Partner Effectiveness · PDF file03.09.2013 · Corporate Leadership Council® Improving HR Business Partner Effectiveness A Comprehensive Look at Competencies
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Corporate Leadership Council®
Improving HR Business Partner EffectivenessA Comprehensive Look at Competencies and Development Strategies
Copies and CopyrightAs always, members are welcome to an unlimited number of copies of the materials contained within this handout. Furthermore, members may copy any graphic herein for their own internal purpose. The Corporate Executive Board requests only that members retain the copyright mark on all pages produced. Please call the Publications Department at +1-571-303-4444 for any help we may provide.
The pages herein are the property of the Corporate Executive Board. Beyond the membership, no copyrighted materials of the Corporate Executive Board may be reproduced without prior approval.
Legal CaveatThe Corporate Leadership Council has worked to ensure the accuracy of the information it provides to its members. This report relies upon data obtained from many sources, however, and the Corporate Leadership Council cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, the Corporate Leadership Council is not engaged in rendering legal, accounting, or other professional services. Its reports should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither the Corporate Executive Board nor its programs are responsible for any claims or losses that may arise from a) any errors or omissions in their reports, whether caused by the Corporate Leadership Council or its sources, or b) reliance upon any recommendation made by the Corporate Leadership Council.
1CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Roadmap for Our Discussion
Understanding the HRBP Job
Defining the HRBP Competency Model
Assessing and Developing HRBPs
2CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
A Challenging MandateCHROs have asked their HR Business Partners to expand their work beyond just transactional HR activities…
HRBPs’ Growing Importance “We’re relying more and more on our HR Business Partners to help drive strategy in the business units and to be the face of HR with our clients.”
Chief Human Resources Officer Fortune 500 Bank
Strategy Changes the Role “As the talent market gets tighter, we need to get more strategic, but that’s not the role our HRBPs grew up with.”
Vice President of HR Financial Services Organization
…but HR Business Partners have to learn a complex array of new competencies to perform well at old and new roles
HR Cannot Split the Job “One thing we know for sure: we can’t separate the strategic job out, and that means that our people are going to have a lot of different jobs to play.”
Chief Human Resources Officer Retail Member
New Competencies on the Horizon “The role is continuing to evolve, and let’s face it, we constantly add competencies, not subtract them.”
Manager of HRBPs Financial Services Organization
Source: Corporate Leadership Council research.
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Four Roles That HR Business Partners PlayHRBP activities include operations managing, strategic partnering, employee mediating, and emergency responding
Strategic Partner
HRBP Strategic Partner Activities• AdjustingHRstrategiestorespondtochangingneeds• Developingthenextgenerationofleaders• IdentifyingcriticalHRmetrics• Identifyingnewbusinessstrategies• Identifyingtalentissuesbeforetheyaffectthebusiness• PrioritizingacrossHRneeds• Redesigningstructuresaroundstrategicobjectives• Understandingthetalentneedsofthebusiness
SP
Emergency Responder
HRBP Emergency Responder Activities• Preparingfordifferentsituations• Quicklyrespondingtocomplaints• Quicklyrespondingtolinemanagerquestions• Respondingtoemployeeneeds• Respondingtomanagerneeds
ER
Understanding Which Activities Matter Most
Operations Manager
HRBP Operations Manager Activities• Assessingemployeeattitudes• Communicatingorganizationalculturetoemployees• Communicatingpoliciesandprocedurestoemployees• EnsuringHRprogramsarealignedwithculture• KeepingthelineupdatedonHRinitiatives• Trackingtrendsinemployeebehaviors
OM
Employee Mediator
HRBP Employee Mediator Activities• Managingcompetingpersonalitiesintheorganization• Managingconflictbetweenemployees• Managingconflictbetweenmanagers• Respondingtoorganizationalchanges• Resolvingpoliticalproblemsintheexecutionofbusinessplans
EM
Note: Factor analysis identifies which HRBP activities cluster together naturally. Source: Corporate Leadership Council’s HR–Line Support Effectiveness Survey; Corporate Leadership Council research.
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The HRBP Job Is Actually Four JobsHRBPs must balance tensions between the different roles they play
DifferencesBetweenHRBPs’FourRoles
Craft and ImplementMeasure and Monitor
Individual Employees
Execute Existing Plan
React to Variations
Sustained Solutions
Immediate Fixes
Policy Management
Acute Challe
nges
Enterprise-Wide
Strategic PartnerCraftsandimplementsenterprise-widestrategies tochronicchallenges SP
Employee Mediator Createssustainedsolutionstoindividualemployeechallenges
EM
Balancing the HRBP Job
Operations ManagerMeasuresandmonitorsexistingpoliciesandprocedures OM
Emergency ResponderProvidesimmediatefixes toacuteemergencies ER
Chronic Challeng
es
People Management
Source: Corporate Leadership Council’s HR–Line Support Effectiveness Survey; Corporate Leadership Council research.
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Developing
the N
ext G
enera
tion o
f Lead
ers
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0%
25%
50%
0%
25%
50%
38% 37%35% 35%
31%27% 26% 26%
20%
15%11% 10% 9%
4% 3%
17%13%
11%9%
6% 6%
11% 11% 10%
5%3%
HRBPs Drive HR–Line Support Effectiveness Across All Four RolesWhile strategic HR activities consistently have a greater impact on
HR–Line support effectiveness, transactional activities remain important
HRBPActivities’ImpactonHR–LineSupportEffectiveness
0%
25%
50%
0%
25%
50%
38% 37%35% 35%
31%27% 26% 26%
20%
15%11% 10% 9%
4% 3%
17%13%
11%9%
6% 6%
11% 11% 10%
5%3%
MaximumImpactonHR–LineSupportEffectiveness
Developing
the N
ext G
enera
tion o
f Lead
ers
Understan
ding th
e Tale
nt Nee
ds of th
e Busin
ess
Understan
ding H
ow HRBPs C
an Su
pport the B
usiness
Identify
ing Tale
nt Issues
Before
They Im
pact th
e Busin
ess
Prioriti
zing A
cross
HR Nee
ds
Identify
ing H
R Metr
ics
Redesi
gning O
rganiza
tional
Structu
re Around St
rategi
c Objec
tives
Using N
ew Busin
ess St
rategi
es
Assessin
g Employee
Attitudes
Communicatin
g Orga
nizatio
nal Cultu
re/Values
to Employees
Ensurin
g HR Progra
ms Are
Aligned
with
Culture
Communicatin
g Polici
es and Proced
ures to
Employees
Keeping
the L
ine Update
d on HR In
itiative
s
Managin
g Confl
icts B
etwee
n Mana
gers
Managin
g Competi
ng Pers
onalitie
s in th
e Orga
nizatio
n
Resolvin
g Politic
al Problem
s in th
e Exec
ution o
f Busin
ess Plan
s
Responding
to O
rganiza
tional
Changes
Managin
g Confl
icts B
etwee
n Employee
s
Strategic Partner(Average Impact = 33%)
Emergency Responder(Average Impact = 8%)
Operations Manager(Average Impact = 11%)
Employee Mediator(Average Impact = 8%)
Adjusting H
R Strat
egies
to Respond
to Changin
g Busin
ess N
eeds
Trackin
g Tren
ds in Employee
Behavi
ors
Note: Each bar represents a statistical estimate of the maximum total impact on strategic role effectiveness that each driver will produce. The maximum total impact is calculated by comparing two statistical estimates: the predicted impact when an HRBP scores “high” on a driver, and the predicted impact when an HRBP scores “low” on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with appropriate control variables.
0%
25%
50%
0%
25%
50%
38% 37%35% 35%
31%27% 26% 26%
20%
15%11% 10% 9%
4% 3%
17%13%
11%9%
6% 6%
11% 11% 10%
5%3%
0%
25%
50%
0%
25%
50%
38% 37%35% 35%
31%27% 26% 26%
20%
15%11% 10% 9%
4% 3%
17%13%
11%9%
6% 6%
11% 11% 10%
5%3%
Prepari
ng for D
ifferen
t Situ
ations
Quickly R
esponding
to Complain
ts
Quickly R
esponding
to Q
uestions
Responding
to Employee
Nee
ds
Responding
to M
anager
Nee
ds
Enforci
ng Sta
ndard H
R Polici
es and Proced
ures
Strategic activities provide an extra boost to effectiveness because they provide longer-term solutions with high returns…
Identifying the Contribution of Each Activity to HR Effectiveness
Source: Corporate Leadership Council’s HR–Line Support Effectiveness Survey; Corporate Leadership Council research.
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…but HR’s essential day-to-day tasks are indispensable to supporting the line.
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HRBPs Must Divide Time Between Four RolesDespite the importance of the Strategic Partner role, HRBPs spend much more time on operations management
Identifying Time Spent on Each Role
Source: Corporate Leadership Council’s HR–Line Support Effectiveness Survey; Corporate Leadership Council research.
DERF 07-4386
Catalog # CLC18UBJIQ
Title HRBPstudy
0
25
50
0
25
50
4
6
26
6
5
8
24
8
Strategic Partner
Operations Manager
Emergency Responder
Employee Mediator
Hours
AverageHRBP(WithoutManagerialResponsibility)TimeAllocationperWeek
(Average Hours Worked per Week = 42)
AverageHRBP(WithManagerialResponsibility) TimeAllocationperWeek
(Average Hours Worked per Week = 45)
EvenHRBPswithsubstantialmanagerialdutiesstilldividetheirtimebetweenallfourrolesacrossatypicalworkweek.
7CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Roadmap for Our Discussion
Understanding the HRBP Job
Defining the HRBP Competency Model
Assessing and Developing HRBPs
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0%
50%
100%
0%
50%
100%
Competencies1 Previous Experience2 Motivation3 Education/Certifications4
66%
24%
5%5%
Competencies Are the Key Contributors to HRBP EffectivenessCompetencies explain a majority of the variation in the capabilities of individual HRBPs
InfluenceofProfileCharacteristicsonRoleEffectiveness
PercentageofVariationinHRBP
EffectivenessExplainedby
DifferentProfileCharacteristics
Implication Background is less important than
competencies in determining HRBP effectiveness.
ProfileCharacteristics1 Competencies include the knowledge and skills of the HRBP.
2 Previous experience includes previous industry experience and previous HR experience (e.g., previous communication industry experience).
3 Motivation refers to the motivation of HRBPs to join HR (e.g., joining HR to become a consultant).
4 Education and certifications refer to the educational and certification achievements of HRBPs (e.g., a bachelor’s degree, an M.B.A., or PHR certification).
Note: The chart maps the profile characteristics that explain a person’s contribution to explaining the variation in strategic role effectiveness. The percentage of variation explained by the person is calculated by conducting an ANOVA (Analysis of Variance).
Source: Corporate Leadership Council’s HR–Line Support Effectiveness Survey; Corporate Leadership Council research.
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HRBPsmusthavetherightcompetenciestodriveHReffectivenessandtalentandbusinessoutcomes.
DERF 07-4278
Catalog # CLC18SWPKX
Title 2007CLCAER:LondonSept11
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Building a HRBP Competency ModelThe Council seeks to identify the knowledge and skills that are most important to driving HRBP effectiveness
StepsforDesigningtheHRBPCompetencyModel
Step #1: Survey line managers on HRBP levels of knowledge on particular topics.
Step #2: Survey line managers on HRBP skill levels. Step #3: Use multivariate regressions to determine the relative impact of competencies on HRBP effectiveness.
•Workforceplanning•Engagement•Successionmanagement•Performancemanagement•Retention
“Knowledge” Defined“Knowledge” refers to the facts and information the HRBP has on a specific topic.
“Skills” Defined“Skills” refer to the acquired or natural proficiencies of the HRBP.
•Metricsuseanddevelopment
•Innovationskills•Cost–benefitanalysis•Leadership•Presentationskills
Knowledge Skills
MostImportantCompetencies
Illustrative
A B C D E F G H
HRBPRoleEffectiveness
Competencies
Defining the HRBP Competency Model
Y = β0 + β1Y1 + β2Y2 + β3Y3+ ξ
Source: Corporate Leadership Council’s HR–Line Support Effectiveness Survey; Corporate Leadership Council research.
DERF 07-4278
Catalog # CLC18SWPKX
Title 2007CLCAER:LondonSept11
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Operations Manager OM Strategic Partner SP
Emergency Responder ER Employee Mediator EM
Critical Competencies for the Four RolesOnly a few types of knowledge and skills substantially drive effectiveness for each role
Knowledge Maximum Impact on Effectiveness
WorkforceDiversityBusinessAcumenTransactionalKnowledge
26%13%10%
Skills
RecordkeepingInnovationPresentationSkills
10%9%8%
Knowledge Maximum Impact on Effectiveness
BusinessAcumenWorkforceManagementKnowledge
21%13%
Skills
MetricsUseandCreationInnovationLeadership
21%19%18%
Knowledge Maximum Impact on Effectiveness
BusinessAcumenTransactionalKnowledge
18%10%
Skills
RecordkeepingConflictResolutionInnovationConciliation
15%9%9%8%
Knowledge Maximum Impact on Effectiveness
BusinessAcumenWorkforceManagementKnowledge
13%6%
Skills
ConflictResolutionMetricsUseandCreationInnovation
18%10% 8%
Determining Critical Competencies
Note: Competency definitions are available in the appendix. Competencies include all competencies with a maximum impact above 5%.
Source: Corporate Leadership Council research.
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The CLC HR Business Partner Competency ModelBusiness Acumen, followed by Innovation, is at the core of the HR Business Partner
Competency Model, while specialized competencies are central to performance on each role
HRBPCompetencyModel
Note: Competency definitions are available in the appendix.
HRBP Competency Model
Innovation
BusinessAcumen
SharedCompetencies
• MetricsUse and Creation
• WorkforceManagement Knowledge
Strategic Partner: Craftsandimplementsenterprise-widestrategiestochronicchallenges
UniqueCompetency
Leadership
SP
SharedCompetencies
• Recordkeeping
• TransactionalKnowledge
Operations Manager: Measuresandmonitorsexistingpoliciesandprocedures
UniqueCompetency
Presentation
OM
Employee Mediator: Createssustainedsolutionstoindividualemployeechallenges
UniqueCompetency
Conflict Resolution
Emergency Responder: Providesimmediatefixestoacuteemergencies
UniqueCompetency
Interpersonal Skills
EMER
Source: Corporate Leadership Council research.
12CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
1%
Operations Manager
60%
30%
6%4%
Employee Mediator
58%
23%
7%
12%
Emergency Responder
93%
3%2%
On-the-Job Development Is Critical at Improving HRBP AbilitiesTraining is beneficial for some roles
Coaching and Mentoring
Rotation Experiences
Training
On-the-Job Development
Role
PercentageofVariationinRole
EffectivenessExplainedbyDevelopmentExperiences
Implications • On-the-jobdevelopment
must be incorporated into the HRBP job.
• InvestmentsinHRtrainingwill be most effective at improving operations capability.
• Investmentsinmentoringand coaching will find limited success.
Strategic Partner
66%
21%
10%
3%…while Operations Managers require the most training.
On-the-job development is most important for the Emergency Responder role…
Source: Corporate Leadership Council research.
13CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Creating Development Experiences to Improve Role EffectivenessAcross roles, development experiences should be built into the job
HRBPCompetencyModel
Principle Development Experiences for Each Role
BusinessAcumen
Employee Mediator
Conflict ResolutionMeetwithlinemanagersonstatusofemployees. Learnhowdifferentpartsofthebusinessworktogether. EM
Strategic Partner
Leadership Identifyhumancapitalchallengesinabusinessunit. Proposealternativesolutionstobusinessunitproblems SP
SharedCompetencies
MetricsUseandCreationAnalyzebusinessunitdata.Trackchangingemployeedata.
Workforce Management KnowledgeCustomizeanddeliverHRstrategies forabusinessunit.
Workonamerger,acquisition,ordivestiture.
SharedCompetencies
RecordkeepingWorkondataintensivelineproject.Takeformalcoursework.
Transactional KnowledgeWorkonchangemanagementinitiative.CommunicatetolinemanagersaboutnewHRofferings.
Operations Manager
Presentation LeadthedevelopmentofnewHRinitiatives. Leadtheimplementationofnewlineinitiatives.
OM
Emergency Responder
Interpersonal SkillsManagecompetingpersonalities.Resolveinterpersonalconflicts.
ER
Identifybusinessprobleminbusinessunit. Workonprojectsthatinvolvedifficulttrade-offs.
Innovation
Workoncross-functionalteams. Analyzeexternalmarketconditions.
Source: Corporate Leadership Council research.
14CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Operations Manager OM Strategic Partner SP
Emergency Responder ER Employee Mediator EM
Critical Line Interactions for the Four RolesOnly a few job-specific line interactions drive effectiveness for each role
Line Interactions Maximum Impact on Effectiveness
CommunicatingOrganizationalStandardsFollowinguponRecommendationsSettingServiceExpectationsBringingAccurateInformationUsingBusinessLanguage
22%4%4%3%3%
Line Interactions Maximum Impact on Effectiveness
UsingData-DrivenHR–BusinessInsightsTailoringSolutionstoMeetBusinessNeedsSettingExpectationsCompletionofPredefinedObjectivesCommunicatingBusiness-RelevantInformationArticulatingaStrongPointofViewMaintaininganEnterpriseViewpoint
24%17%17%16%14%13%12%
Line Interactions Maximum Impact on Effectiveness
BeingResponsivetoFeedbackBeingSensitivetoYourTimeNeedsBeingPromptMaintainingIntegrityGettingtotheRightSolution
12%9%7%4%4%
Line Interactions Maximum Impact on Effectiveness
SettingExpectationsUsingBusinessPerformanceDataCreatingBusinessCasesArguingforSpecificSolutions
7%6%4%2%
Determining Critical Line Interactions
Note: Competency definitions are available in the appendix. All significant variables included. Source: Corporate Leadership Council research.
15CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Focusing on the Line Interactions of Each RoleCritical Line Interactions define best-in-class execution on specific roles
HRBPCompetencyModel
Critical Line Interactions for Each Role
Innovation
BusinessAcumen
Employee Mediator
Setting Expectations UsingBusinessData
SettingExpectationsUsingBusinessPerformanceData EM
Operations Manager
Championing Talent Standards
CommunicatingOrganizationalStandardsFollowinguponRecommendations
OM
Emergency Responder
Responding with Timely Feedback
BeingResponsivetoFeedbackBeingSensitivetoYourTimeNeeds
ER
Strategic Partner
Tailoring Data-Driven Insights
UsingData-DrivenHR–BusinessInsightsTailoringSolutionstoMeetBusinessNeeds
SP
Source: Corporate Leadership Council research.
16CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
A Holistic View of the HRBP JobEvery role has unique competencies, development strategies, and critical line interactions
HRBPCompetencyModel
Competencies, development strategies, and line interactions for each role
Innovation
BusinessAcumen
Employee Mediator:Createssustainedsolutionstoindividualemployeechallenges
UniqueCompetency:Conflict Resolution
DevelopmentStrategy:UnderstandtheLine
CriticalLineInteractions:Setting Expectations UsingBusinessData
EM
Operations Manager: Measuresandmonitorsexistingpoliciesandprocedures
UniqueCompetency:Presentation
DevelopmentStrategy:Lead New Initiatives
CriticalLineInteractions:Championing Talent Management Standards
OM
Emergency Responder: Providesimmediatefixestoacuteemergencies
UniqueCompetency:Interpersonal Skills
DevelopmentStrategy:Experience the Crisis
CriticalLineInteractions:Responding with Timely Feedback
ER
Strategic Partner:Craftsandimplementsenterprise-widestrategiestochronicchallenges
UniqueCompetency: Leadership
DevelopmentStrategy:Identify and Solve Line Problems
CriticalLineInteractions:Tailoring Data-Driven Insights SP
Source: Corporate Leadership Council research.
17CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Roadmap for Our Discussion
Understanding the HRBP Job
Defining the HRBP Competency Model
Assessing and Developing HRBPs
18CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Measuring the effectiveness of the function
Assessing HRBPs
Segmenting your results
Supporting HRBPs
HR Business Alignment Tool
Resources for Individual HRBPs
Introducing the HR Business Alignment Tool (HR BAT)
Assessment of the Effectiveness of the Function
The HR BAT provides four unique benefits…The Council partners with BAT participants to build and administer periodic pulse surveys of line managers via a unique Web site. The survey questions are based on proprietary IP that tracks the effectiveness of individual Business Partners on the activities that matter the most. Participants can feel comfortable they are asking the right questions and collecting data that will help drive results.
…to dramatically increase HR effectivenessBy monitoring the effectiveness of the function, CHROs are able to make the resource allocations that will have the biggest impact on improving functional performance. In addition, Business Partners have access to proven tools, resources, and peer networks that not only improve their performance, but also speed time to implementation at lower costs.
Source: Corporate Leadership Council research.
19CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Example: Sue Walker’s Development
Experiences and Available Resources
Example: Sue Walker’s Role Effectiveness Gaps
Building a Development Map
Identify Critical Gaps and Activities to Drive HRBP EffectivenessOrganizations should start by identifying the role composition of their HR staff
Step 1: Assess the role composition of your HR staff.
Example: Sue Walker’s Role Composition
Strategic Partner
Understandingbusinesstalentneeds
PrioritizingacrossHRneeds
IdentifyingHRmetrics
Operations Manager
Trackingtrendsinemployeebehavior
Assessingemployeeattitudes
KeepingthelineupdatedonHRinitiatives
Emergency Responder
Preparingfordifferentsituations
Quicklyrespondingtoquestions
Respondingtomanagerneeds
Employee Mediator
Managingconflictbetweenmanagers
Managingconflictbetweenemployees
Respondingtoorganizationalchange
Step 2: Assess HR staff for skill gaps using the Council’s HR Business Alignment Tool.
Step 3: Determine appropriate development experiences
and support with the Council’s HRBP Portal.
+
Strategic Partner•CreateopportunitiesforyourHRBPstopresentnewHR
strategiestoseniorleadersintheorganization•Workwithalinemanagertoidentifyandimplementanew
programthataddressesabusiness-unitspecificchallengeCouncilSpecificResourcesAvailable
•“HRManagementandStrategy”decisionsupportcenter•“BusinessunitHRStrategyProcessGuide”onHRBPPortal
Business Skills•CreatingopportunitiesforyourHRBPstoworkoncross-
functionalteamstobroadentheirbusinessexposure•CreatingopportunitiesforyourHRBPstomanagethe
relationshipsthatyoumighthavewithexistingvendorsCouncilSpecificResourcesAvailable
•“ProjectScopeTemplate”onHRBPPortal•“SCAMPER”onHRBPPortal
Source: Corporate Leadership Council research.
20CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Leverage the Council’s HR Business Alignment Tool
Step 2: Assess HR Staff for Skill GapsDetermine development needs using the Council’s HR Business Alignment Tool
Source: Corporate Leadership Council research.
21CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Strategic Partner•CreateopportunitiesforyourHRBPstopresentnewHR
strategiestoseniorleadersintheorganization•Workwithalinemanagertoidentifyandimplementanew
programthataddressesabusiness-unitspecificchallenge
Council-SpecificResourcesAvailable•“HRManagementandStrategy”decisionsupportcenter•“BusinessunitHRStrategyProcessGuide”onHRBPPortal
Business Skills•CreatingopportunitiesforyourHRBPstoworkoncross-
functionalteamstobroadentheirbusinessexposure•CreatingopportunitiesforyourHRBPstomanagethe
relationshipsthatyoumighthavewithexistingvendors
Council-SpecificResourcesAvailable•“ProjectScopeTemplate”onHRBPPortal•“SCAMPER”onHRBPPortal
Step 3: Target HRBPs’ Greatest Skill GapsAccess the Council’s HRBP portal to support HR Business Partner development
Council Resources Available to Sue WalkerIn addition to the feedback provided within the report, HRBPs are encouraged to access additional development resources available
to Council member organizations at www.clc.executiveboard.com.
Develop HRBPs with Council Support
AccesstheHRBP Portal forbest-in-classtoolsandtemplates.
ParticipateinHRBP Discussion ForumstonetworkwithHRBPsonspecificchallenges.
Sign-upforCorporate Leadership Council Alertsonparticulartopicsofinterest.
Usethe Council’s Decision Support Centers toupskillonparticulartopics.
JoinCouncil Teleconferences onparticulartopicsofinterest.
Benchmarkyourorganizationagainstothersintheindustry.
Usegraphicsfromthe Council’s Graphics Databaseininternalpresentations.
Leveragethe Council’s Roadmapstoaidinimplementationofnewprograms.
Usethe Council’s Communication Toolsforinternalpresentationsonspecifictopics.
Driving Employee Performance and Retention Through Engagement
Source: Corporate Leadership Council research.
22CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
The CLC HR Business Partner PortalProviding implementation support fosters improved HR business partner performance
The HR Business Partner portal is available to all members of the Corporate Leadership Council. This rich set of online resources provides HR Business Partners (HRBPs) with proven tools, insights, and peer networks to improve HRBP effectiveness and accelerate the implementation of their most critical projects.
DERF 07-2244
Catalog # CLC181V8ZD
TitleBusinessPartnerEffectivenessAuditbrochure/merchandiser
Source: Corporate Leadership Council’s HR–Line Support Effectiveness Survey; Corporate Leadership Council research.
Corporate Leadership Council
SearchHR Business Partner PortalImprovingHRBusinessPartnerEffectivenessandOrganizationalImpact
Home/DecisionSupportCenters/HRBusinessPartnerPortal
Personal ProductivityTools and Templates
Relationship ManagementStrategies and Resources
Connect withHRBP Peers
• ProblemDiagnosisandSolutionDesign
• BusinessandFinancialAnalysis
• BusinessCaseDevelopment
• CommunicationStrategy
• PresentationDevelopment
• ProjectManagementandImplementation
• PartneringwithLineExecutives
• PartneringwithOtherLine-SupportingFunctions
• PartneringWithinHR
HRBPDiscussionForum/JoinForum
Related HRBPSupport Resources
Topic-SpecificResourceCenters
Industry-SpecificResourceCenters
Geography-SpecificResourceCenters
BusinessInsightsCenter
Function-SpecificResourceCenters
HRBPManagementResources
Core Project Support
• HRStrategicPlanning
• WorkforcePlanning
• OrganizationalDesign
• SuccessionManagement
• MergersandAcquisitions
• ChangeManagement
Decision Support Center Contents
Overview
PersonalProductivityToolsandTemplates
RelationshipManagementStrategiesandResources
ConnectwithHRBPPeers
CoreProjectSupport
RelatedHRBPSupportResources
Decision Support Centers
• Aerospace/DefenseIndustry
• AttractionandRecruiting
• AutomotiveIndustry• Building/Construction
Industry• ChemicalIndustry• EnergyIndustry• EuropeanShowcase• Executive
Search
The HR Business Partner portal supports HRBPs in the key challenges of their role…
KeySectionsofHRBPPortal
…through a robust set of best practice resources to improve HRBP performance
SampleHRBPPortalResources
Business and Financial Analysis
Business Case Development
Relationship Management and Influence
Communication Strategy and Presentation Development
Problem Diagnosis and Solution Design
Project Management and Implementation
HR Strategic Plan Development
Online Discussion Groups
Communication and Presentation Templates
Sample Business Cases
Problem Solving and Analytical Frameworks
Financial Analysis Tools and Templates
Customizable PowerPoint Presentations and Graphics
Implementation Roadmaps
For more information on the HR Business Partner portal, please contact Sari Levine at slevine@executiveboard.com or +1-202-777-9583.
23CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Appendix
24CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Development ExperiencesOn-the-job training experiences are most important across all development activities
MaximumImpactofDevelopmentExperiencesonCompetencies
Development Experiences
Competencies Development Experiences*
Business Acumen• Workoncross-functionalteams—7%• Analyzeexternalmarketconditions—6%
Innovation• Identifybusinessprobleminbusinessunit—14%• Workonprojectsthatinvolvedifficulttrade-offs—14%
Presentation • LeadthedevelopmentofanewHRinitiative—31%• Leadtheimplementationofanewlineinitiative—13%
Recordkeeping• Workondata-intensivelineproject—21%• Takeformalcoursework—13%
Transactional Knowledge• Workonchangemanagementinitiative—7%• CommunicatetolinemanagersaboutnewHRinitiatives—7%
Interpersonal Skills• Managecompetingpersonalities—5%• Resolveinterpersonalconflicts—5%
Leadership• Identifyhumancapitalchallengesinabusinessunit—17%• Proposealternativesolutionstobusinessunitproblems—12%
Metrics Use and Creation• Analyzebusinessunitdata—13%• Trackchangingemployeedata—4%
Workforce Management Knowledge• CustomizeanddeliverHRstrategiesforabusinessunit—6%• Workonamerge,acquisition,ordivestiture—7%
Conflict Resolution• Meetwithlinemanagersonstatusofemployees—30%• Learnhowdifferentpartsofthebusinessworktogether—24%
Source: Corporate Leadership Council research.1 The maximum total impact is calculated by comparing two statistical estimates: the predicted impact when an HRBP scores “high” on a driver and the predicted impact when an HRBP scores “low” on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with appropriate control variables.
25CLC1ABHXAP © 2008 Corporate Executive Board. All Rights Reserved.
Definition of TermsCompetencies
Knowledge
BusinessAcumen—Referstotheabilitytouseinsightoftheorganization’sinternalandtheexternalbusinessenvironmenttoimprovethehumancapitaloutcomesthataffectbusinessunitperformance
TransactionalKnowledge—ReferstotheabilitytouseknowledgeaboutlegalandHRprocesses tosolveHRproblems.
WorkforceDiversity—Referstotheabilitytouseworkforcediversityknowledgetohelpsolveproblemsrelatedtoracial,ethnic,gender,religious,political,orotherrelevantdividesbetweenpeople
WorkforceManagementKnowledge—ReferstotheabilitytouseHRknowledgeonengagement,performancemanagement,andattractionatthebusinessunitleveltoprovidestrategicsolutions tohumancapitalproblems
Skills
InterpersonalSkills—ReferstotheabilitytoreconciledifferentintereststosolveanHRproblem
ConflictResolution—Referstotheabilitytoresolveconflictsbetweenemployees
Innovation—ReferstotheabilitytocustomizeorimplementHRsolutionstohumancapitalproblemsincreativeways,ortocraftnewHRsolutions
Leadership—ReferstotheabilitytopersuadelinemanagersoftheneedforneworexistingHRprogramsbytakingaleadershipposition
MetricsUseandCreation—ReferstotheabilitytodevelopandusemetricstomakethebusinesscaseforHRprograms,toalignHRstrategywithcorporategoals,andtoassessandjustifytheperformanceofHRprograms
Presentation—ReferstotheabilitytomakepresentationsonHRprogramsandprocesses
Recordkeeping—Referstotheabilitytokeepaccurateorganizationalandindividualemployeerecords
LineInteractions
Arguing for Specific Solutions—Referstoarguingonbehalfofaspecificsolutionforaspecificproblem
Articulating a Strong Point of View—ReferstotakingastandonanissueBeing Prompt—ReferstobeingpromptinallcommunicationswithmanagersBeing Responsive to Feedback—ReferstorespondingtofeedbackfromlinemanagersBeing Sensitive to Your Time Needs—Referstotakingtimeneedsofmanagersinto
considerationwhencommunicatingHRprogramsandprocessesBringing Accurate Information—Referstohavingthemostaccurateinformationathandin
meetingswithlinemanagersCommunicating Business-Relevant Information—ReferstoensuringinformationinHR
communicationsthathavebusinessinformationthatisrelevanttothebusinessCommunicating Organizational Standards—Referstocommunicatingstandardsaround
organizationalpoliciesandproceduresCompletion of Predefined Objectives—ReferstocompletingobjectivesonHRprojectsdefined
inadvanceCreating Business Cases—ReferstocreatingthebusinesscaseforaspecificprogramFollowing up on Recommendations—Referstofollowinguponrecommendationsmadetoline
managersGetting to the Right Solution—Referstofindingnotonlyasolution,buttheonethatislikelyto
leadtotherightanswerMaintaining an Enterprise Viewpoint—Referstomaintaininganoverallviewoftheorganization
whencommunicatingwithlinemanagersMaintaining Integrity—Referstomaintainingyourbeliefinwhatisimportantinyour
communicationswithmanagersSetting Expectations—ReferstosettingexpectationsaboutHRprogramsSetting Service Expectations—ReferstosettingservicedeliveryexpectationsaroundHR
productsandprocessesTailoring Solutions to Meet Business Needs—Referstotailoringcenter-ledinitiativestomeet
thespecificneedsofthebusinessunitUsing Business Language —ReferstousingbusinessspeakinyourdailycommunicationsUsing Business Performance Data—Referstousingdataincommunicatingthevalueof
HRprogramsUsing Data-Driven HR–Business Insights—Referstousingdatawhenmakinganargument
aboutaninsightrelatedtoHRandthebusiness
Source: Corporate Leadership Council research.
w w w . c l c . e x e c u t i v e b o a r d . c o m
CLC1ABHXAP
Corporate Leadership Council
Washington,D.C. • Chicago • SanFrancisco • London • NewDelhi • Sydney
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