HR Business Partner Toolkit Guide

Transforming HR – HR Business Partner
Capability Toolkit
Transforming HR - Building HR Capability: A Guide for HR Business Partners
Contents
1Introduction 1
2 Action Focus 1
3 The Capability Matrix 1
4 Ulrich's Model & Application in DWP 2
5 How to use this guide 6
5.1 Personal Capability Assessment 6
5.2 Summarising Development Areas 7
5.3 Level of Expectation 8
5.4 Focusing on Key Development Actions 8
5.5 Possible Development Actions 9
6 Personal Capability Assessment 9
7 Summarising Key Development Needs 14
8 Your Development Priorities 15
9 Suggested Development Actions 18
10 Workshops/Training Courses to be designed/sourced 26
10.1 Induction Event 26
10.2 Business Partner Skills Workshop 26
10.3 Action Learning Sets 27
10.4 Strategic Challenges Workshop 27
10.5 Change Management Consulting Skills Workshop 27
11 Selected Existing Courses from Various Suppliers 27
11.1 CMPS Courses 28
11.2 CMPS Workshops 28
11.3 CIPD Courses 29
12 Summary & Next Steps 30
HR Business Partner Capability Toolkit

1 Introduction
This guide launches the DWP HR Business Partner Capability Matrix.
It is a tool for you as a BP to identify your key strengths and
development areas and how to take these forward.
The HR BP role is fundamental to the success of the transformation

of HR across DWP. This is just the first step en route to a more robust
and consistent assessment and development of our HR capability.
You should use this guide with your line manager and/or Head of
Profession, as part of your ongoing performance assessment and
development. The forthcoming Performance Development System
(PDS) will provide an excellent framework for embedding this guide
in your day-to-day work.
2 Action Focus
Whilst this guide contains details of some traditional training
courses, its focus is more practical, activity-based solutions. Indeed,
the development section of the guide should become a living
document, which you will bring to life for yourself and others by
adding your own development actions, which you can share with
other BPs through Action Learning sets or other developmental
groups.
3 The Capability Matrix

This guide is built upon a common set of capabilities, which are
derived from David Ulrich’s widely respected and adapted model of
HR BP capability. These have been refined and made applicable to
DWP by engaging HR people from across the Department. A
common capability matrix across the department offers us many
possibilities, including:
1. Extended career development opportunities for all in HR;

2. The opportunity to provide technology-enabled learning for
HR across the department;
3. Improved flexibility for DWP, as our new structures are
required to adapt to the ever-changing HR needs of the
department.
HR Business Partner Capability Toolkit 1

4 Ulrich’s Model & Application in DWP

David Ulrich’s model for HR Capability identifies four key areas,
which relate to whether it is Future or Day-to-Day focused and
whether it addresses People or Process primarily. These areas are
outlined in the chart below.
Future
Strategic HR Domain Change Management Domain
1. Aligning HR Policy Work 3. Ensuring Capabilities

with Business Imperatives for Change are Grown
Processes People
2. Managing the Efficient 4. Listening and

Administration of HR Responding to Staff
HR Service Delivery Domain Employee Relationships Domain
Day to Day
Ulrich's Capability Model
This provides a useful framework for describing the nature of our HR

service now and in the future. This model is further developed
below, showing how it relates to the HR agenda at a detailed level.
1. Strategic HR Domain - making a major contribution to

business ambitions by:
• designing HR strategies & policies which align with business

objectives
• ensuring these policies are compatible with DWP frameworks
• consulting on the development of the organisation’s values,
mission and planning
• proactively contributing to management team decisions
• participating in business task forces and creating new
products/services to clients

• managing workforce planning, skills assessment, succession

planning, learning & development
• coaching business managers on people issues so they can
tackle them at a formative stage of policy development.
And most importantly, being regarded as a key member of the team,

bringing insights from a wide base of business experience…not just
HR expertise.
2. HR Service Delivery Domain - providing high quality

expertise at an affordable cost on:
• reward
• applicant sourcing and recruiting
• new hire induction
• employee appraisals and the new Performance Development
system
• learning and career development
• attendance
• employee relations, discipline and grievance procedures, etc.
• forecasting staff numbers & skill requirements
• resource management and deployment
• people data and analysis.
Furthermore, this includes leading and managing HR resources,

providing knowledge on where best to get more detailed advice, or
how to broker/obtain HR Admin Support e.g. Shared HR Service
Centres, and coaching business managers to take responsibility for
managing their people, whilst ensuring they are adequately skilled
to do the work.
3. Change Management Domain - by partnering with business

managers to lead and facilitate change by:
• using suitable diagnostics on organisational effectiveness and

efficiency
• identifying desired new behaviours and ways of working
• proactively encouraging both continuous improvements and
step changes in performance
• contributing to process redesign and reengineering
• identifying capability gaps and proposing solutions
• managing leadership development programmes
• enabling business managers to take responsibility for
managing and motivating their people

• implementing change through the line managers

• acting as a role model – challenging the status quo
• being prepared to intervene decisively when major challenges
occur, and to proactively facilitate the solution.
4. Employee Relationships Domain - improving the quality of

management and staff teamwork by:
• championing the values

• facilitating employee surveys and focus groups
• promoting good union relationships
• encouraging staff responsibility for their future and work life
balance
• making policies, procedures and staff administration accessible
to staff
• communicating both to and from staff
• managing learning events which bring people together from
different parts of the business
• ensuring fair process is followed in all staff matters.
Ensuring that staff contributions to the business remain high in terms

of both commitment and competence.
After consultation with HR professionals across the department, a set

of fourteen capabilities was agreed on. These are shown in the
following diagram, which relates them to the given domain from the
Ulrich model.
Future
Strategic HR Domain Change Management Domain
1.1 Policy & Product Development 3.1 Being a Change Agent

1.2 HR Planning 3.2 Developing Line Managers’ HR Skills
1.3 Resourcing 3.3 Developing Business Partner Skills
Processes People
2.1 “First line” Advice
4.1 Employee Relations
2.2 HR Service Delivery
4.2 Communications
2.3 Rewards
2.4 Recruitment
2.5 Learning & Development
2.6 Line Management
HR Service Delivery Domain Employee Relationships Domain
Day to Day

It is important to stress here that this is about capability

development rather than just being a competency model. The
diagram below highlights the difference between the two:
Capability = Competency
Competency + Will + Successful Application!
Personal Technical Practical Management/

Skills + Knowledge + + Leadership
Experience
Behaviour
Personal skills and generic Management/Leadership Behaviour is

covered in DWP by our values and the underpinning competencies.
For more senior leadership roles, this is further augmented by the SCS
Competencies. Hence this capability framework focuses on:
• technical knowledge and practical experience required;

• the development and coaching action to deliver the
successful application of these competencies;
• successful application and, therefore, results building
credibility!
In truth, this guide offers merely a competency framework. It is you

and your line manager who will enable this to become a capability
development tool.

5 How to use this Guide

This guide provides a useful reference to understand what makes a
world class Business Partner. However, its value comes from actually
using it as a personal assessment and development toolkit. This is
your guide, and the quicker you develop your skills and knowledge
in line with the enclosed capabilities, the quicker you will open up
the many career opportunities that our transformed HR function can
provide.
5.1 Personal capability assessment

The first section of the guide contains the entire set of HR BP
capabilities. These are presented in the form of an assessment
matrix, which you can complete on your own, In conjunction with
your line manager and/or a senior HR professional, initially, each
completing the matrix individually and then agreeing the
positioning. You will achieve the best results from this guide if you
start by completing this assessment section.
The capabilities are presented in three levels
1. Dimensions of Capability (e.g. 1. Knowledge of the Strategic HR

Domain)
This is a high-level of categorisation of the HR BP role;
2. Capabilities (e.g. 1.1 Policy & Product Development)
These are what businesses within the DWP family pay HR for,
and can be named alternatively as ‘services’;
3. Technical competencies (e.g. 1.1.3 Appreciating DWP’s values etc.)
These are the underpinning activities, skills, knowledge and
behaviours, which enable you to deliver the capabilities and
thus provide an HR BP service.
Practitioner
Colleagues
Developing
Can Coach
Experience
Confident
Expertise
HR Business Partner Capabilities -

Little
Self Assessment
1. Knowledge of the Strategic HR Domain

1.1 Policy & Product Development !
Contributing to Business strategy (DWP & Business Unit), and goals in the
1.1.1
political context !
Advising on the organisation of the business, core processes, functions,
1.1.2
key roles and key performance indicators !
1.1.3 Appreciating DWP’s values, ways of working, and employee opinions !

In completing the personal assessment, begin by assessing yourself

against the technical competencies. Decide at which level of
competence you are currently operating, and tick the appropriate
box on the assessment form. When you have completed the
competencies for one capability, decide your overall assessment for
the chosen capability and tick the relevant box. In this case, the
individual is operating at "Developing Expertise" for most
competencies, so has scored themselves as a 2 for capability 1.1. If
you have a really mixed result, you could enter an intermediate
score, e.g. 2.5. This will help you to identify areas on which you
should concentrate.
5.2 Summarising Development Areas

Once you have completed the personal assessment, you will probably
find it helpful to get a simple picture of your overall strengths and
weaknesses within the model. On page 14 you will find a chart,
which you can complete with the data from your assessment. In the
example below, the individual’s overall scores for the 14 capabilities
are shown numerically, where 1=’little experience’, 2=’developing
expertise’, 3=’confident practitioner’ and 4=’can coach colleagues’.
Using the capability labels (1.1 to 4.2), plot the scores on the radial
chart, with the higher scores being plotted furthest from the centre.
This leaves you with a simple picture capturing the areas where you
need the most development.
1.
1
4
4. 1.
2 3 2
4. 1.
1 2
3
3. 1
2.
3 0
1
3. 2.
2 2
3. 2.
1 3
2. 2.
6 4
2.
5

1.1 Policy & Product Development 2

1.2 HR Planning 3
1.3 Resourcing 3
2.1 Giving HR Advice 3
2.2 Service Delivery 3
2.3 Reward 3
2.4 Recruitment 2
2.5 Learning & Development 2
2.6 Line Management of Business Partners 2
3.1 Change Agent 2
3.2 Developing Line Managers’ HR Skills 1
3.3 Developing Business Partner Skills 1
4.1 Employee Relationships 4
4.2 Communication 4
5.3 Level of Expectation
Clearly, we would not expect all business partners to operate at "Can

Coach Colleagues" level. Typically, we would expect a band E
business partner to operate between "Little Experience" and
"Developing Expertise". Similarly, a band F business partner shoild
be able to competently operate at the "Developing
Expertise/Confident Practitioner" level and band G business partners
to operate at "Confident Practitioner/Can Coach Colleagues" level.
5.4 Focusing on Key Development Actions
The summary from the previous section provides you with a fairly
high level analysis of your capability. However, before you can take
concrete action in these areas, you need to identify the specific
competencies, which need to be addressed first. It is recommended
that you focus first on low scoring competencies from your weakest
capability areas. You should select between 3 and 5 (out of the total
of 69) of these competencies to focus on. Then enter these on the
development plan pages 16-18. You are now ready to construct your
developmental action plan.

5.5 Possible Development Actions
The final section of the guide is a list of some outline suggestions for
developing particular competencies. We strongly encourage you to
treat this as a stimulus for identifying personal development
activities, rather than assuming that these represent the only or even
the best way of achieving or enhancing the given competence. It is
vital that your development plan comprises actions that you believe
are right for developing your competence. Over time, we will
continue to build upon these development ideas, including the
incorporation of the best suggestions from across the HR BP
community. The mechanism for collecting and sharing such ideas is
currently under development. We’ll share it with you once we have
agreed a way forward.
6 Personal Capability Assessment

Please complete the following Capability Assessment Matrix. If you
need further guidance, please review section 5.1
Little Experience
HR Business Partner
Practitioner
Developing
Colleagues
Can Coach
Confident
Expertise
Capabilities - Self Assessment
1.1 Policy & Product Development

Contributing to Business strategy (DWP & Business Unit), and
1.1.1
goals in the political context
Advising on the organisation of the business, core processes,
1.1.2
functions, key roles and key performance indicators
Appreciating DWP’s values, ways of working, and employee
1.1.3
opinions
Advising on current & emerging HR strategy, policy and
1.1.4
products
1.1.5 Appreciating business challenges and HR implications
Using the HR organisation, and internal & external sources of

1.1.6
expertise
Winning confidence of senior managers & influencing decision
1.1.7
processes
1.1.8 Designing solutions, making decisions & managing risks

1.2 HR Planning
Obtaining basic statistics on current organisation, and
1.2.1
analysing strengths & weakness
Determining current & emerging business priorities, HR
1.2.2
constraints, trade-offs to manage, and decision makers
Defining the contents of a coherent HR Plan & Budget, and
1.2.3
managing the approval process
Developing detailed resource management plans ensuring best
use of available resources, forecasting recruitment to
1.2.4
redeployment activity; plus understanding of local labour
market & demographics)
1.2.5 Developing prioritised L&D plans
1.2.6 Managing HR Programmes and Projects
Using “Business Excellence”, “Balanced Scorecard”, and other

1.2.7
performance management tools.
1.3 Resourcing
Advising on resource levels required by operations and major
1.3.1
projects, availability and affordability.
Knowing how to obtain resources both internally and
1.3.2
externally.
Facilitating redeployment, e.g. Recipe groups to ensure fair
1.3.3
process across the business.
2 Knowledge of the HR Service Domain
2.1 Giving HR Advice

Providing “first line” advice, and knowing where to find more
2.1.1
expert input
2.1.2 Advising on Employment Law
2.1.3 Applying DWP HR policy & procedures e.g. grievance
2.1.4 Understanding diversity policy & how to implement
2.1.5 Understanding of different Terms & Conditions across DWP
Establishing performance metrics on quality & speed of HR

2.1.6
service expected by the business.

2.2 Service Delivery

Advising on core services, best practice, and how to broker
2.2.1
suitable provision internally & externally.
2.2.2 Understanding the impact of new IT investment & progress
Monitoring service level agreements between customer and

2.2.3
provider – ensuring SLAs are effectively implemented
Managing service breakdowns and finding solution for
2.2.4
customer
2.3 Reward
2.3.1 Advising on reward & grading & policies
Appreciating and anticipating current issues, and implications

2.3.2
for the business
Application of effective benchmarking process enabling
2.3.2
effective distribution of reward budgets.
2.4 Recruitment
Understanding how recruitment/ vacancy filling works for
2.4.1
internal & external candidates.
Co-ordinating & supporting line managers in recruiting suitable
2.4.2
staff to guidelines.
2.5.1 Identifying & prioritising L&D needed to support the business
Knowing what’s available across DWP and externally, and how

2.5.2
to access it
2.5.3 Capitalising on learning initiatives (e-learning)
Managing efficient development/delivery from internal &

2.5.4
external sources
2.5.5 Monitoring impact on performance
Building and implementing Personal & Team Development

2.5.6
Plans
Coaching senior managers to support short and long term
2.5.7
development, e.g. active role in Talent Management

2.6 Line Management of Business Partners
2.6.1 Planning & budgeting processes in DWP
2.6.2 Leading and motivating support teams
Providing functional leadership & development for business

2.6.3
partners
Knowledge of the Change Management
3.
Domain
3.1 Change Agent
Understanding future DWP organisation, and lessons from
3.1.1
new service delivery models
Using a range of diagnostics of organisational performance &
3.1.2
readiness for change
Applying principle techniques and various models for
3.1.3
managing change
Advising on process re-engineering, eatablishing
3.1.4
organisational capability & areas for continuous improvement
Facilitating major step change programmes, to deliver
3.1.5
sustainable benefits
3.1.6 Using leadership development techniques
3.2 Developing Line Managers’ HR Skills
3.2.1 Coaching “best practice”
3.2.2 Using leadership diagnostics, and benefiting from feedback
3.2.3 Developing “emotional intelligence”
3.2.4 Managing resistance to change
3.2.5 Managing conflict situations
3.3 Developing Business Partner Skills
3.3.1 Using basic consultancy methods
3.3.2 Analysing & presenting information
3.3.3 Facilitating effective meetings

3.3.4 Facilitating team problem solving
3.3.5 Applying team building techniques
3.3.6 Giving performance coaching
3.3.7 Influencing & shaping solutions
4. Knowledge of the Relationships Domain
4.1 Employee Relationships

Understanding the Trade Unions in DWP, their agenda and
4.1.1
history of agreements
4.1.2 Applying DWP’s ER framework
Appreciating the day-to-day work that has to be done at each

4.1.3
level, and having an understanding of staff opinions
4.2 Communication
Using two-way Communication skills, e.g. listening and
4.2.1
informing
4.2.2 Analysing opinion surveys plus taking local action
4.2.3 Facilitating focus groups and large meetings

7 Summarising Key Development Needs

Please transfer your scores for each of the 14 capabilities (1.1 to 4.2
inc.) to the following table. You may find it helpful to plot these
scores on the chart overleaf.
Capability SCORE
1.2 HR Planning
1.3 Resourcing
2.3 Reward
2.4 Recruitment
3.1 Change Agent
4.2 Communication
1.1
1.2
4.2
1.
1
3
4.
2.1
3.3
2.2
3.2
2.
1
3.
2.4
2.6
2.5

8 Your Development Priorities

You have now identified the capability areas in which you should
concentrate your development effort. However, you will need to
focus down on between 3 and 5 technical competencies if you want
to create an achievable development plan. Therefore, choose your
lowest scoring technical competencies in the capability areas where
your overall score was lowest. So, let’s say that you marked yourself
as having ‘little experience’ (level 1) for 12 technical competencies of
the 69 in total. Perhaps, in addition, you identify capabilities 2.3 and
3.2 as level 1 overall, and then you should focus first on those level 1
competencies within 2.3 and 3.2. The following table gives you the
opportunity to record your specific development actions to help
bridge the gap. Some suggested actions can be found in section 9.
Competency Development Priority number 1
Your Development Actions By when Assisted by
Review of progress & next steps



9 Suggested Development Actions

Over the coming months, we will take further the work focusing on
development options open to you. In the meantime, we have put
together a range of development options for each technical
competency that should give you some ideas on how to take your
development forward. Later in the year, we will be developing an
electronic resource kit to help you move your development forward.
Actions are flagged as Reading, Web, Coaching, Course or
Action. In the case of Coaching it simply indicates the kind of
individual from whom you might seek coaching. Some Courses are
specifically identified, whilst others are simply generic, and
obtainable through your L&D team. A number of core HR BP skills
will be addressed through a Core HR BP training programme. The
details of this event will be available soon.

Reading: ‘DWP Departmental Report: 2002/3
to 2003/4’;‘Re-engineering the Corporation’, by
Hammer & Champy; ‘Exploring Corporate
Strategy’, by Johnson & Scholes
Web: DWP and business Intranets for further
details on vision/strategy.
Contributing to Business strategy (DWP
Course: If new to Civil Service, attend CMPS
1.1.1 & Business Unit), and goals in the
'Engaging with Government' programme
political context
Coaching: senior/established HR colleague
who has experience of influencing business
strategy in DWP or beyond; Arrange meetings
with senior business managers to gain a deeper
understanding of their specific business
strategy.
As for 1.1.1. plus:
Advising on the organisation of the Action: Arrange site visits to gain insight into
1.1.2 business, core processes, functions, key business; Seek opportunities to contribute to
roles and key performance indicators reengineering projects and change
programmes.
Reading: DWP Employee Opinion Survey
2002/3; ‘Understanding Organisations’ by
Charles Handy
Appreciating DWP’s values, ways of
1.1.3 Web: ‘Your DWP Values Toolkit’ plus DWP
working, and employee opinions
Values intranet pages;
Action: Explore how you will bring values to
life in your role.

Reading: People Matters; Cascaded info

from HRMT; People Management & CIPD
Library Research Service;
Web: CIPD website; DWP HR Intranet
Advising on current & emerging HR
1.1.4 Coaching: Senior HR professional
strategy, policy and products
(preferably your line manager) to update
you on these themes and how to apply.
Action: Organise forum with Policy writers,
e.g. transforming HR events.
Reading: DWP Report 2002/03 to 2003/04;
People Matters; Various DWP business
magazines;
Coaching: Experienced HR professional can
Appreciating business challenges and
1.1.5 guide you on how to understand
HR implications
implications of business challenges for HR.
Action: Develop & provide Strategic
Challenges Workshop, using feedback from
the business.
Web: Organisation charts on DWP Intranet;
Using the HR organisation, and Induction course on Intranet.
1.1.6
internal & external sources of expertise Action: Contact HR colleagues (specialists)
to better appreciate their role.
Reading: ‘Influencing with Integrity’, Genie
Z. Laborde; ‘Seven Habits of Highly Effective
People’, Stephen R. Covey; ‘How to Win
Friends and Influence People’, Dale Carnegie
Winning confidence of senior
Course: Decision Making; Influencing Skills.
1.1.7 managers & influencing decision
Coaching: Observe an effective influencer
processes
and ask that person to coach you.
Action: Establish process to get regular
feedback from the business to learn from
experience.
Reading: ‘The One Minute Manager’,
Kenneth Blanchard & Spencer Johnson;
Coaching: Experienced HR solution
Designing solutions, making decisions
1.1.8 designer; Senior HR professional re decisions
& managing risks
and risk management
Action: Identify a recent major decision and
learn what went well and not so well.
1.2 HR Planning
Web: Use intranet and telephone in
conjunction with support from line manager
on where to get info;
Obtaining basic statistics on current
Coaching: Person experienced in using
1.2.1 organisation, and analysing strengths
SWOT analysis
& weakness
Action: Arrange reviews with HR colleagues
– perhaps regular item on Agenda of
Monthly Management Meeting.

Reading/Web: As in other sections, mixture

Determining current & emerging of business and HR publications
business priorities, HR constraints, Coaching: as before
1.2.2
trade-offs to manage, and decision Action: Meet business stakeholders
makers individually; offer to facilitate business
meetings in your area.
Reading: Previous year’s HR plans and
Defining the contents of a coherent HR budgets; details on approval process from
1.2.3 Plan & Budget, and managing the Finance or from HR colleagues;
approval process Coaching: Line manager and/or finance-
experienced HR professional
Reading: ‘Human Resource Management’,
Developing detailed resource Torrington, Hall & Taylor; ‘Human Resource
management plans ensuring best use Management 2nd ed.’, Bratton & Gold
of available resources, forecasting Coaching: HR professional experienced in
1.2.4
recruitment to redeployment activity; manpower planning.
plus understanding of local labour Action: Identify & attend Local Workshops
market & demographics /Employment Forums on labour market.
Course: Core HR BP programme
Reading: ‘Learning and Development’,
(People and Organizations)
Rosemary Harrison (CIPD text); Get
1.2.5 Developing prioritised L&D plans guidelines from National L&D.
Coaching: Senior L&D professional or HR
Professional with extensive experience of
L&D planning
Reading: ‘Managing Change’, Bernard
Burnes;
Coaching: Senior HR professional with
Managing HR Programmes and
1.2.6 experience of Change Management;
Projects
Course: Change Programme Management
Action: Identify & contribute to key
programmes/projects
Reading: ‘Performance Drivers: A Practical
Using “Business Excellence”, “Balanced Guide to Using the Balanced Scorecard’,
1.2.7 Scorecard”, and other performance N-G. Olve, J Roy, M Wetter;
management tools. Coaching: Experienced professional/
businessperson in any function.
1.3 Resourcing
As in 1.2.4 plus
Advising on resource levels required by
Coaching: advice from senior HR
1.3.1 operations and major projects,
professional on scoping and costing;
availability and affordability.
Resourcing of projects.
Coaching: Experienced recruiter within
Knowing how to obtain resources both
1.3.2 DWP and one with extensive recruitment
internally and externally.
experience outside
Facilitating redeployment & refocusing
Coaching: Experienced HR professional who
1.3.3 initiatives to ensure fair process across
has worked in large, complex organisation
the business.

2 Knowledge of the HR Service Domain

Reading; Induction materials and DWP HR
Intranet site; DWP learning packs on
Attendance, Appraisal & Vacancy Filling.
Providing “first line” advice, and
(Health & Safety, Harassment, & Stress under
2.1.1 knowing where to find more expert
development).
input
Coaching: Experienced HR colleague
Action: Visit other parts of HR to understand
their services.
Reading: ‘Selwyn's Law of Employment’,
Norman Selwyn
Web: CIPD website
Action: Contact CIPD Employment Law
2.1.2 Advising on Employment Law
Helpline
Coaching: Speak to employment law
specialist in DWP
Course: ‘Employment Law’ (CIPD)
Web: Read guidelines on DWP HR Intranet;
Coaching: Speak to experienced HR
Applying DWP HR policy & procedures
2.1.3 practitioner; Speak to line manager
e.g., grievance
experienced in dealing with particular policy,
e.g. grievance.
Web: DWP HR Intranet
Understanding diversity policy & how
2.1.4 Action: Arrange a meeting with Diversity &
to implement
Equality team
Reading: Terms and Conditions of
Understanding of different Terms &
2.1.5 Employment for different parts of DWP
Conditions across DWP
Web: DWP HR Intranet site
As in 1.2.7 plus
Reading: ‘Keeping Score Using the Right
Establishing performance metrics on Metrics to Drive World class Performance’,
2.1.6 quality & speed of HR service expected Mark Graham Brown
by the business. Action: Speak to business about how they
want to measure our service; discuss with
experienced HR colleagues

Advising on core services, best practice, Coaching: Experienced HR professional
2.2.1 and how to broker suitable provision
internally & externally.
Coaching: Senior HR professional
Understanding the impact of new IT experienced in IT projects; IT project/
2.2.2
investment & progress programme manager
Action: Obtain overview of RMS project
Reading: Existing SLAs in Department
Monitoring service level agreements
Coaching: HR professional with experience
between customer and provider –
2.2.3 of supplier management/SLAs
ensuring SLAs are effectively
Action: Run events for Business Partners and
implemented
major Service Suppliers.

Implementing and driving service level See 2.2.3 plus Coaching or Course on
2.2.4
agreements Management skills
Coaching: HR professional experienced in
Managing service breakdowns and
2.2.5 managing problems in projects
finding solution for customer
Course: Project Management
2.3 Reward
Reading: Departmental guidelines on
Advising on reward & grading & Rewards Strategy
2.3.1
policies Coaching: Reward specialist or HR generalist
with extensive Rewards (C&B) experience
Reading: DWP Departmental Report;
Monthly business reports (focus on HR
Appreciating and anticipating current
section)
2.3.2 issues, and implications for the
Action: Proactively seek feedback from the
business.
Field and central management/services if
appropriate
Reading: Departmental guidelines on
Rewards Strategy, DWP Departmental
Application of effective benchmarking Report; Monthly business reports (focus on
2.3.3 process enabling effective distribution HR section)
of reward budgets Action: Proactively seek feedback from the
Field and central management/services if
appropriate
2.4 Recruitment
Understanding how recruitment/ See 1.3.2 plus
2.4.1 vacancy filling works for internal & Coaching: Experienced internal HR
external candidates. professional
Co-ordinating & supporting line See 2.4.1
2.4.2 managers in recruiting suitable staff to
guidelines.

Identifying & prioritising L&D needed See 1.2.5
2.5.1
to support the business
Knowing what’s available across DWP Web: ‘Training Services’ section of Intranet
2.5.2 Action: Speak to local L&D representative
and externally, and how to access it
Reading: ‘E-learning: Strategies for
Delivering Knowledge in the Digital Age’,
Marc J. Rosenberg
Capitalising on learning initiatives (e- Web: Surf internet for ideas and best
2.5.3
learning) practice
Action: Speak to L&D Technologies
Programme representatives; sign up for a
web-based course
Managing efficient See 1.2.5 plus Coaching/Course on
2.5.4 development/delivery from internal & Management skills
external sources

Reading: ‘Training Needs Analysis and

Evaluation’, F & R Bee; ’Maximising Your ROI
from Training: Measure the Value Added by
2.5.5 Monitoring impact on performance Employee Devt’, Paul Kearns
Coaching: Speak to experience L&D
professional about how performance impact
can be assessed
Building and implementing Personal & Coaching: Experienced team leader
2.5.6
Team Development Plans Course: Performance Development
Reading: ‘Coaching for Performance’, John
Coaching senior managers to support
Seymour
2.5.7 short and long term development, e.g.
Course: Coaching for Performance
active role in Talent Management
Coaching: Experienced executive coach

Reading: Induction materials
Planning & budgeting processes in
2.6.1 Web: DWP Intranet
DWP
Coaching: Finance specialist
Coaching: Experienced performance
2.6.2 Leading and motivating support teams manager
Course: Team leadership/Management skills
Providing functional leadership &
2.6.3 Coaching: Experienced HR Professional
development for business partners
3. Knowledge of the Change Management Domain
3.1 Change Agent
Reading: Jobcentre Plus organisation design

proposals; Evaluation documentation from
Understanding future Pathfinders
3.1.1 DWPorganisation, and lessons from Coaching: Senior HR professional involved in
new service delivery models O.D.; Member of Pathfinder project team
Action: Ensure regular experience/info
exchanges with colleagues in the Field.
Reading: ‘The Fifth Discipline’, Peter Senge;
Using a range of diagnostics of
Course: Strategic Diagnosis
3.1.2 organisational performance &
Coaching: HR professional experienced in
readiness for change
organisational diagnosis/ONA
Applying principle techniques for
Coaching: Experienced HR Change
3.1.3 managing change along political,
Management practitioner
emotional and rational dimensions
Reading: ‘Re-engineering the Corporation’,
Advising on process re-engineering,
Hammer and Champy;
3.1.4 RACI mapping & continuous
Web: http://www.ttm.co.uk/ytkracimatrixpage1.htm
improvement
Coaching: Experienced ‘re-engineer’
Facilitating major step change Reading: ‘Leading Change’, John Kotter;
3.1.5 programmes, to deliver sustainable Coaching: Experienced HR Change prof
benefits

Reading: ‘Leading Change’, John Kotter;

‘The Complete Facilitator's Handbook’, John
Using leadership development Heron
techniques, e.g. Coaching: Senior L&D professional
3.1.6 • Executive Coaching; experienced in leadership development
• Myers-Briggs; Course: ‘Leading the Vision’ (SCS course);
• Visioning workshop Facilitation Skills; 'Leadership Academy'
Activity: Organise and facilitate a Visioning
workshop with your client.
3.2.1 Coaching “best practice” As 2.5.7
Using leadership diagnostics, and

3.2.2 As 3.1.6 plus see 2.5.7
benefiting from feedback
Reading: ‘Emotional Intelligence’, Daniel
Goleman;’7 Steps to Emotional Intelligence’,
3.2.3 Developing “emotional intelligence”
Merlevede, Bridoux, Vandamme
Course: NLP Practitioner Programme
Reading: ‘Making Change Irresistible:
Overcoming Resistance to Change in Your
Organization’, Ken, Ed.D. Hultman;
3.2.4 Managing resistance to change 'Organizational Culture and Leadership'
Edgar H. Schein
Coaching: Experienced Change
Management professional
Reading: ‘Managing Conflict in
Organizations’, M. Afzalur Rahim; ‘Seven
Habits of Highly Effective People’, Stephen R.
3.2.5 Managing conflict situations Covey
Course: Negotiating Skills, Influencing Skills,
Management Skills
Coaching: Experienced negotiator

Reading: ‘Seven C's of Consulting’, Mick
Cope; ‘Flawless Consulting’, Block
3.3.1 Using basic consultancy methods Coaching; Experienced consultant (internal
or external)
Course: Core HR BP Programme
Reading: ‘How to lie with statistics’, Darrell
3.3.2 Analysing & presenting information Huff; ‘Visual Revelations’, Howard Wainer
Reading: ‘Facilitation Skills (Training
Essentials)’, Frances Bee, Roland Bee
3.3.3 Facilitating effective meetings
Course: Core HR BP Programme, Facilitation
skills
3.3.4 Facilitating team problem solving Course: Core HR BP Programme
Reading: ‘Team-Building Activities for Every
Group’, Alanna Jones; ‘Management Teams:
3.3.5 Applying team building techniques
Why They Succeed or Fail’, R. Meredith Belbin

3.3.6 Giving performance coaching See 2.5.7

Reading: see 1.1.7
3.3.7 Influencing & shaping solutions Course: Core HR BP Programme - Influencing
skills
4. Knowledge of the Relationships Domain

Coaching: Long-standing HR/ER professional
Understanding the Trade Unions in
in DWP
4.1.1 DWP, their agenda and history of
Action: Selecting appropriate opportunities
agreements
to contribute to National TU Working Parties
Reading: DWP’s ER framework
4.1.2 Applying DWP’s ER framework Coaching: DWP ER specialist
Coaching: Experienced HR Professional
Appreciating the day-to-day work that
Action: Organising regular visits to line
4.1.3 has to be done at each level, and
operations, and designing initiatives to work
having a rapport with staff feelings
alongside staff.
4.2 Communication
Reading: ‘Listening Helpfully: How to
Develop Your Counselling Skills’, Jeanne Ellin;
‘Seven Habits of Highly Effective People’,
Stephen R. Covey; Communicating at Work:
4.2.1 Using two-way Communication skills
‘Principles and Practices for Business and the
Professions’, Adler, Marquardt-Elmhorst
Coaching: Expert communicator/facilitator
Course: Presentation skills, Listening skills
Reading: ‘Employee Attitude and Opinion
Surveys (Developing Practice)’,
Mike Walters; Recent DWP Employee Opinion
Analysing opinion surveys plus taking Survey and Action Plans; ‘Research Methods
4.2.2
local action and Statistics in Psychology’, Hugh Coolican
Coaching: Experienced Communications
specialist; Specialist Opinion Survey
organisation
Reading: ‘Focus Group Aide Memoire: A
Guide for Those Responsible for Managing,
Facilitating focus groups and large
4.2.3 Designing, Running and Analysing the Data
meetings
from Focus Groups’, Brendan McCarron
Course: Facilitation skills
4.2.4 Deploying mobilisation methods Coaching: Experienced HR professional

10 Workshops/Training Courses to be designed/sourced

Over the coming months, we will be designing/sourcing the
following workshops/training courses to assist you in your
development journey. We will let you know as these become
available. The possible content of these workshops is shown below,
although the details may change as it develops.
10.1 Induction Event

• Details on what the role is about, and the capabilities
required;
• Knowledge of the strategy/goals of the business, and wider
political context;
• Outline organisation of the business, core activities, key
functions and roles;
• Appreciation of values, ways of working, and feedback on
staff opinion;
• Overview of HR organisation, strategy, core policies and
procedures, and whom to contact;
• Basic statistics & targets for the current organisation e.g.
headcount, sick/absence levels;
• Briefing on first line HR advice and provision of core services;
• Advice on how L&D planning should be done;
• Opportunity to discuss lessons from the new service delivery
models;
10.2 Business Partner Skills Workshop

• Opportunity to learn what about the role is working well, and
not so well;
• Advice on what “first line HR advice is and isn’t”;
• Knowledge on Employment Law;
• DWP policies and procedures, e.g. transforming HR workshops;
• Resource management, workforce planning and
redeployment;
• Advice on how to prepare a coherent HR Plan, and approval
process;
• Latest research on the Labour Market, and implications for
Jobcentre Plus;
• Best practice in negotiating and managing Service Level
Agreements;
• Advice on using performance tracking tools like the Balanced
Scorecard & Business Excellence;

10.3 Action Learning Sense

• Review ideas of action learning sets to continue L & D for
Business Partners
10.4 Strategic Challenges Workshop

• Opportunity for selected senior BPs to meet Field staff,
Directors and HR experts, and evaluate business strategy and
people issues;
• Latest research on the Labour Market, and implications for
your business;
• High level discussion on challenges, trade-offs and action to
recommend;
• Opportunity to exchange lessons from colleagues in DWP;
10.5 Change Management Consulting Skills Workshop –

to provide:
• Introduction to the different consulting roles of a Business
Partner;
• Facilitation and meeting management techniques;
• Change readiness diagnostics;
• Approaches to Continuous Improvement and Step Change;
• Team building techniques and team problem solving;
• Influencing techniques;
• How to become a learning organisation;
• Building the business case for change;
• Managing emotional aspects of change;
• Tackling resistance and conflict;
• Delivering benefits and managing risks.
11 Selected Existing Courses from Various Suppliers

Listed in this section are a number of courses which can provide
additional support in your BP developmental journey. There are a
multitude of programmes from many suppliers, and these details are
merely indicative of the kinds of courses available. It is important to
stress again that the focus of this guide is on action-based
development. You will learn the vast majority of what you need on
the job, supplemented by coaching from your line manager, and
through targeted reading and web-surfing. These courses should be
seen as peripheral, not central, to you BP development.

11.1 CMPS Courses
• Human Resources Management: wide range of one-day

seminars to longer term tailored modular courses, some
leading to CIPD qualification.
• Fundamental Consulting Skills: code FCS 5 days @ £1,635
which builds understanding of the phases in the consulting
process, choosing techniques & tools, and presenting findings.
• Developing Consulting Skills: code DCS 5 days @ £1,635
which builds knowledge of designing and delivering
interventions, ensuring recommendations based on robust
evidence, and planning implementation programmes.
• OD Approach to Consulting: code OD 3 days @£975 which
provides an umbrella of organisational development
approaches to consulting, and opportunities to practise
techniques to get people to resolve their own problems.
• Managing Change: code MC 3 days @ £930 which builds
understanding of the context in today’s public service, creating
a vision, identifying stakeholders, understanding resistance,
and designing a plan of campaign.
11.2 CMPS Workshops
• Understanding & Working with Change: code UWC 2 days

@ £825 which starts with understanding change from the
manager’s perspective, covers the effects on the structure,
systems and people, and concludes on the nature of change
initiatives.
• Consulting on Continuous Improvement: code CICI 3 days
@ £975 which uses the EFQM framework to assess the scope
for change, and offers techniques for developing improvement
strategies. A self-assessment questionnaire is available via the
web site, as part of the launch of Dolphin.
• Mastering Change Programme Management: code PRG 2
days @ £800 which sets context of programme and projects,
and their inter-relationships, covers techniques for managing
the work, and measuring results.
• Managing Projects: code FAPM 2 days @£605 which explains
how to manage projects in more than a nominal fashion, and
apply basic techniques.
• Policy and Change Management: code PACM 2 days @ £730
which covers what organisational changes policy can create,
how recipients might react, impact on other policies, and how
implementers can cope.

• Creating Personal Impact: code CPIM 1 day @ £495 on how

to make a more positive impact, convey authority &
confidence, build rapport, and develop physical presence and
power of voice.
• Influencing & Persuasive Skills: code IIS 2 days @ £620,
which identifies skills needed in key situations, assesses own
style, builds confidence and provides plans for dealing with
resistance.
• Effective Meetings: code EM 2 days @ £515 which outlines
the various types of meeting, rules for making effective
contributions and coping with colleagues.
• Facilitation Skills: code FFC 3 days @ £975 which builds
awareness of group dynamics, and offers a chance to practise
skills.
• Financial Management: IFMS 3 days @ £795 which develops
an understanding of governmental financial planning, and
methods for controlling resources.
• Resource Accounting and Budgeting: code RAAB 3 days @
£750 on the principals of accruals, how resource accounting
and budgeting work in practice, and the process of in-year
control.
11.3 CIPD Courses
• Human Resource Planning: 2 days @ £870, which outlines an

approach to estimating demand for resources, reviews labour
turnover issues and succession planning, and concludes with
the construction of an HR Plan.
• Consulting Skills: two 2 day courses @ £1,000 each which
builds understanding of the phases in the consulting process,
styles of consulting, choosing techniques & tools, and
presenting compelling recommendations.
• Outsourcing HR: 2 days @ £870, which covers the legal
frameworks, bench marking, drafting the proposal, managing
the procurement process and building the supplier
relationship.
• Coaching and Mentoring: 2 days plus 5 one hour sessions
with mentor @ £3,000, to learn basic techniques, review
preparation of learning plans and practise skills.
• Project Management: 1 day @ £440, which covers the key
roles, constructing a plan & work break down structures,
critical path analysis and monitoring methods.
• Facilitation Skills: two 2 day @ £800 each, which outlines the
basic tools and provides opportunities to practise in different
situations e.g. progress meetings, mediation events and more
difficult situations.

• Influencing and Negotiating: 2 days @ £840, which

describes different types of individual and the influencing
behaviours they use, and suggests strategies for developing
the most appropriate way of dealing with them.
• Navigating Change: 2 days @ £850, which covers the business
case for change, reactions, managing endings, drafting a plan
of campaign, and the use of “passionate conversations.”
• Employment Law: 14 days @ £5,000, a wide range of
modular training courses which form part of the CIPD’s
Certificate in Employment Law, plus update seminars on
specific topics.
12 Summary & Next Steps

This guide is the beginning of your developmental journey on the
road to being a world class HR Business Partner. It provides a
comprehensive capability framework, which is consistent throughout
DWP, and offers an assessment and development structure to help to
target your development efforts. Of course, this does not contain all
of the answers, as these will come from your day-to-day work as a BP
with the support and guidance of your line manager and other
senior HR colleagues.
At the moment this guide is simply a document. Once you pick it up

and use it, it will become the foundation of personal and career
development.

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Transforming HR – HR Business Partner

HR Business Partner Capability Toolkit

The HR BP role is fundamental to the success of the transformation

3 The Capability Matrix

1. Extended career development opportunities for all in HR;

HR Business Partner Capability Toolkit 1

4 Ulrich’s Model & Application in DWP

Strategic HR Domain Change Management Domain

1. Aligning HR Policy Work 3. Ensuring Capabilities

2. Managing the Efficient 4. Listening and

HR Service Delivery Domain Employee Relationships Domain

Ulrich's Capability Model

This provides a useful framework for describing the nature of our HR

1. Strategic HR Domain - making a major contribution to

• designing HR strategies & policies which align with business

HR Business Partner Capability Toolkit 2

• managing workforce planning, skills assessment, succession

And most importantly, being regarded as a key member of the team,

2. HR Service Delivery Domain - providing high quality

Furthermore, this includes leading and managing HR resources,

3. Change Management Domain - by partnering with business

• using suitable diagnostics on organisational effectiveness and

HR Business Partner Capability Toolkit 3

• implementing change through the line managers

4. Employee Relationships Domain - improving the quality of

• championing the values

Ensuring that staff contributions to the business remain high in terms

After consultation with HR professionals across the department, a set

Strategic HR Domain Change Management Domain

1.1 Policy & Product Development 3.1 Being a Change Agent

HR Service Delivery Domain Employee Relationships Domain

HR Business Partner Capability Toolkit 4

It is important to stress here that this is about capability

Personal Technical Practical Management/

Personal skills and generic Management/Leadership Behaviour is

• technical knowledge and practical experience required;

In truth, this guide offers merely a competency framework. It is you

HR Business Partner Capability Toolkit 5

5 How to use this Guide

5.1 Personal capability assessment

The capabilities are presented in three levels

1. Dimensions of Capability (e.g. 1. Knowledge of the Strategic HR

HR Business Partner Capabilities -

1. Knowledge of the Strategic HR Domain

HR Business Partner Capability Toolkit 6

In completing the personal assessment, begin by assessing yourself

5.2 Summarising Development Areas

HR Business Partner Capability Toolkit 7

1.1 Policy & Product Development 2

5.3 Level of Expectation

Clearly, we would not expect all business partners to operate at "Can

5.4 Focusing on Key Development Actions

HR Business Partner Capability Toolkit 8

5.5 Possible Development Actions

6 Personal Capability Assessment

1. Knowledge of the Strategic HR Domain

1.1 Policy & Product Development

1.1.5 Appreciating business challenges and HR implications

Using the HR organisation, and internal & external sources of

HR Business Partner Capability Toolkit 9

1.2.6 Managing HR Programmes and Projects

Using “Business Excellence”, “Balanced Scorecard”, and other