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HR as a Business Partner

Submitted To: Prof.Pradeep Kamat


Presented By : Sakina Siraj Bootwala Roll No :02 (HR) Year :MMS 3rd Semester

Statistics of HR Transformation
50% of organizations are in the middle of transforming their HR functions; 12% completed their HR transformations in the past year;

Another 10% intend to begin the process in the next year.


(Global HR Transformation Study, 2006, Mercer Human Resource Consulting)

HR Transformation
Process of Recreating the HR function so as to enhance HR contribution to the business

It involves a shift from the internal operations (transactional, inward) activities to a more market perspective related performance. Over the years role has been evolving, but within its HR (Personnel) box. Current transformation is breaking outside the box
Now HR transformation deals with issues of Organisational Renewal, Change Management, Business Success, Business intellegence, Culture, Behavioral Change.

Transformation Wave
5-10 years ago: focused on improving technology and service delivery, technology shift gives new aspects Competition, Time to market, Intranet, Restructuring/Rightsizing, Outsourcing This was the role of HR as a Consultant. Role did not transform the HR function into a business partner Now HR is being called up to deliver

Transformation Wave
HR Business Partnering model often started off as a Cost Saving initiative, responding to a Business Directive. This was the Driving force of the model in the 90s. Led to the introduction of IT Driven HR Services, Selfservice forms processes etc.

What started as a Cost Reduction/Competition Program ended up as a Revitalisation of the whole HR Activity
Now HR is the driving the vision-strategy targets Closer follow up related to market changes

Changing Role of HR

HR ROLE/CONTRIBUTION

BUSINESS PARTNER

CONSULTANT

TRANSACTIONAL

LOW VALUE

HIGH VALUE

Changing Role of HR
TRANSACTIONAL CONSULTANT BUSINESS PARTNER

Inform Police Control Reactive

Advise Solutions Inward Reactive

Integrate Strategy

Outward
Proactive

What is HR as a business partner??


Must manage people (Talent Management) Identify skills required within people in the organisation (Competency Profiling) Develop and supply quality executives (Leadership Development)

What is HR as a business partner??


Motivate and retain key players (Human Capital) so that they perform at their best

Maintaining and improving companys image and being an attractive employer Exemplify Be involved at the sharp end of the business, (time to market etc)

Understanding the business


Being concerned with the bottom line and impact of any decision on profitability.

The business environment (SWOT, competitor moves, market share, etc.) Understanding customers, customer profiles (segments) and their needs. Why ?

Four Key Roles of HR as a Business Partner

HR as Capacity building force


HR as Change Manager (Opportunities-Steering) HR as Relationship Builder HR maintaining Human Capital

HR as Capacity builder
Participate in formulation of list of organisational and individual competencies linked to the corporate goals or strategies and support systems Develop access to information and has key role in information dissemination (analyze shifts in market and draw conclusions on HR need Identifying, nurturing, developing and untapping human talent.

HR as Knowledge Facilitator
This assumes HR is involved in the formulation of the Organisations Vision, Mission and Business Strategy; Must be part of the Management to advise on what is possible given the stock of talent and capacities available in the oganisation; Propose Strategies that best attracts and retains the talent that will deliver on the Business Objectives.

HR as Relationship builder
Both internal and external customers follow market demand Supply Chain Management ,in telecoms this is important for maintenance of brand image and brand integrity Branding ? is a powerful tool for promoting Culture. A growing school of thought is that Branding is as much an HR responsibility as it is a PR function because of its power to attract and retain employees. Managing diversity

HR as Relationship Builder: Managing Diversity


Many organisations now operating in different cultural environments and markets and different owners requirements; MTN is in Africa, the Middle East. Vodafone is in UK, Europe, South Africa, Kenya. France Telecom has just won the bid for Telkom Kenya, and will bring their own management styles and culture.

HR as Human Capacity builder


Career Management
Facilitate progression of staff based on their competencies, desires and contribution to organizational goals Capacity Building (job design) in anticipation of future needs

CONCLUSION
As Human Capital Related Issues Continue to Challenge on Organizations overall Strategy, The Human Resources manager must become a familiar face in the Management Team and a potent force in the boardroom. Findings however reveal a troubling gulf between the needs of the business and the ability of HR to respond. This is forcing companies to rethink their approach to the recruitment, training and development of HR