HR Business Partner Skills Development


Making the Transition to HR Business Partner – How HR can add real value to business performance

high perfAll support functions are under the microscope in today’s competitive business environment. IT, Finance, Marketing, Internal Audit and Procurement functions are frequently being outsourced or opened up to competition from outside suppliers. To respond to these challenges, functions have to substantially raise their levels of performance and service delivery. In many cases they have to develop stronger working relationships with their internal business customers.

Many human resources functions have typically had difficulty in establishing a meaningful business role. In some organisations the HR role is still hampered by a brand perspective that it is “too reactive, administrative and distanced from the business! But the pressure is now on all HR functions. It is not enough to just deliver good day to day transactional services. In today’s environment if you are not adding value it is not long before someone starts asking challenging questions about the value-added nature of HR. The bottom line is that business leaders want more from their HR functions.

HR professionals face a daily conundrum: to balance the tactical requirements of a service function with the strategic needs of their organisation. Too often the tactical issues prevail. Managing the real day-to-day issues of staffing levels, recruitment and a host of administrative problems stand in the way of the strategic concerns of the HR professional.

Yet there is a widespread recognition that any HR function must be linked to the business strategy. Aligning people to strategy, creating the right culture and developing future organisation capabilities are critical for success. How we structure and organise the enterprise, reward and manage people, grow the leadership pipeline, reduce costs and improve productivity – these are some of the strategic challenges that senior HR people have to address.

strat hr copyAll this means getting closer to the business and developing stronger relationships with key leaders and managers. Writers such as Dave UIrich have had a huge impact in shaping the scope and role of today’s HR professional. Many large HR functions have introduced Ulrich’s ideas about shared service centres and functional areas of excellence. But in many cases these changes are often nothing more than cosmetic re-branding exercises. Job titles are changed but the actual day to day behaviours and practices too often remain the same. People talk about HR professionals operating as Business Partners but often there is little real skills development and training to help them make the transition. Yet the development of high performance business partner and consulting skills are essential for those HR professionals who want to succeed as valued added members of the business team.

HR Business Partner and Internal Consultancy Skills Programme

For many years we have been pioneering and developing a unique and highly successful development programme that equips HR professionals to operate as real Business Partners. We have run programmes on a global basis with some of the world’s top businesses. The success of our programme is based on its highly experiential nature. The programme shows how HR professionals can develop stronger stakeholder relationships by utilising the skill set of a business partner and internal consultant. It covers the range of essential business partnering and consulting practices from the initial ‘client’ contact through to problem diagnosis and the managing of successful change initiatives and projects.

Business Partner & Internal Consultancy Skills 3 Day Programme Outline

Who should attend

HR professionals who are required

Programme Objectives

At the end of the programme participants will

Programme Benefits

By attending this programme will enable to: