Research clearly indicates that there is a strong need for the Human Resources (HR) function, and the people in it, to adopt a more strategic and business-linked approach. In one study business executives ranked the HR function as third, after sales and customer service, as a function that makes a very significant contribution to a company's bottom line. Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner—the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing. HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans. This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.

How do I balance delivery of the HR strategy with the needs of the business? How can I solve key people issues while also becoming a true strategic HR business partner? This book has the answers. Packed with expert advice, The HR Business Partner Handbook explains how HR Business Partners can be both the go-to people expert needed by employees and the trusted strategic ally needed by the business. This book covers how to develop an authoritative knowledge of HR practice as well as deep understanding of what the organization does and its business goals. It includes guidance on all the people fundamentals needed as well as the importance of empathy, humility and how to demonstrate leadership on moral and ethical issues. It also covers how to adapt advice and activity for different stakeholders. This book explains how to identify the root of an HR issue and not just treat the symptoms and most importantly, how to develop solutions that work for an organization and its people. There is practical guidance on how to develop a strategic mindset, learn what to start doing and what to stop. It also features an assessment of the common pitfalls and intra-profession challenges and how HR business partners should seek to approach them. Written by an HR Business Partner, for HR Business Partners, this is an indispensable guide for everyone wanting to excel in this role and drive improvement in an organization, its leaders and HR. Finally, a 'how-to' guide for HR business partners at every stage of their career!

Strategic Partnering - remove chance and deliver consistent success - is designed to take the guesswork out and provide you with a ground-breaking and fully encompassing system of rules and processes, to make your partnering strategy a vitally important and transformational reality. Supported by invaluable insights from a wealth of senior leaders across a range of leading global organizations, the book introduces a comprehensive and practical new model of demonstrated methodologies, to remove chance from the partnering process and help you target 100 per cent success. Whether you are a government official, board member, CEO, senior executive, account or procurement leader, marketer or a manager involved in value added relationships within your organization, then this book could be the 'vade mecum' to the development of your successful strategic partnering strategy and prove deeply 'transformational' to the way you think about, run and create value in your organization or business.

This book highlights the changes and challenges to the role of the HR Business Partner, overviewing the emerging service delivery models for the HR function (in particular the development of shared services and outsourcing options) and what this means for the HR Business Partner (HRBP) in the modern enterprise. The purpose of this book is to provide a conceptual framework and practical advice, based on real life case studies and recent research, into how HR Business Partners best add value to the organization. The authors have extensive experience of working in the area of HR restructuring (having been HR Directors in blue chip organizations and senior advisers in leading consultancies) and have consistently come up against confusion and contradiction about what is the new role of the HR Manager/Business Partner in supporting business managers in the delivery of strategic and tactical objectives. Theory and conceptual models are used to underpin this book but it has been written as a pragmatic, hands-on guide that will help its readers think through how best they might fulfil the role of the HRBP. The book contains checklists, case study examples and self-assessment tools. It is supported by supplementary material (updates, further case studies, templates and tools) which are available via the authors' website.

This book highlights the changes and challenges to the role of the HR Business Partner, overviewing the emerging service delivery models for the HR function (in particular the development of shared services and outsourcing options) and what this means for the HR Business Partner (HRBP) in the modern enterprise. The purpose of this book is to provide a conceptual framework and practical advice, based on real life case studies and recent research, into how HR Business Partners best add value to the organization. The authors have extensive experience of working in the area of HR restructuring (having been HR Directors in blue chip organizations and senior advisers in leading consultancies) and have consistently come up against confusion and contradiction about what is the new role of the HR Manager/Business Partner in supporting business managers in the delivery of strategic and tactical objectives. Theory and conceptual models are used to underpin this book but it has been written as a pragmatic, hands-on guide that will help its readers think through how best they might fulfil the role of the HRBP. The book contains checklists, case study examples and self-assessment tools. It is supported by supplementary material (updates, further case studies, templates and tools) which are available via the authors' website.

A Business Partner is a professional who supports and advises strategic and operational decision-making through insights that drive better business performance. Often as a result of external changes, business partners must respond quickly to map out the future strategic development, keep the firm competitive and ensure all objectives and legal requirements are met. In this book, business partnering expert Steven Swientozielskyj introduces a framework that provides a set of practical tools and techniques via a simple six stage model that, when replicated, will take the practitioner from start to finish through strategic change; from the formation and agreement of the strategy to its delivery and sustainability. Business Partnering is a one-stop shop for understanding this important phenomenon and as such will be vital reading for practitioners and academics in the business arena.