Developing as an HR Business Partner

304LON - International HRM - C07

Developing as an HR Business Partner

Muhammad Tanvir HossainStudent ID: 4325352

Table of Content

• 1. Role of IHR Business Partner• 2. Changed role of HR• 3. Challenges facing IHR Business Partner• 4. External stakeholders influence• 5. Strategic contribution to the organization• 6. References

1. Role of IHR Business PartnerThe role of International HR Business Partner is to work closely with business leaders and/or line managers to achieve shared organisational objectives, in particular designing and implementing HR systems and processes that support strategic business aims(CIPD).

Source: My HRM

Ulrich’s Matrix

• Strategic Partner – help to successfully execute business strategy and meet customer needs

• Account management• Vendor management• Tax equalization policies• International equity joint venture

• Administrative Expert – constantly improve organizational efficiency by reengineering the HR function and other work process

• IT skills• Planning and development

• Employee Champion – maximise employee commitment and competence• Leadership skills

• Change Agents – deliver organizational transformation and culture change.• Communication skills

2. Changed role of HR

Historically, a number of intrinsic factors that have influenced the way in which HR professionals as an occupational status group have sought to cope with the exigencies of ‘role change’, defined as ‘a change in the shared conceptions and execution of typical role performance and role boundaries’ (Turner, 1990:88).

The Role has been changed because of:

1. Issues of ‘powerlessness’ or marginality in management decision-making processes, especially at a strategic level

2. An inability to maintain or defend the boundaries of their specialist expertise from encroachment or control by managerial intervention

3. Lack of clarity or accountability in specifying the goals, business outcomes, or the contribution of the personnel function; and

4. Tensions in sustaining an ethos of mutuality in the face of the opposing interests between management and employees (Legge, 1978; Tyson and Fell, 1986; Watson, 1977).

The HR Value Proposition

Source: Grin.com

Expected change in future

• The roles and responsibilities will be for IHRM Business Partner in future in balancing the economic imperatives of:

» Cost control» Global standardization» Development of labour sourcing» Compensation» Talent strategies and skill gap analysis» Traditional marketing for Employer Branding

Ulrich Model

Source: HR Business Partner

3. Challenges facing IHR Business Partner

• Managing equal ity and diversity

Source: Beardwell & Claydon(2010)

• Organizational Culture• Ethical issues• Language barrier

• Safety and security• In-facility emergency and disaster

preparedness• In-facility security• Industrial espionage, theft and sabotage• Cyber terrorism• Our-of-facility fire and travel risks

• Recruitment and Selection• Legal• Language standards• Reward systems

• Training and Development

4. External stakeholders influence• Government

• Taxation• Unions

• Strikes• Social groups

• Green peace

Source: The Stakeholder Model (bized.com)

5. Strategic contribution to the organization

Current skills:• Planning and development skills• IT skills• Communication skills

Skills I required:• Leadership skills• Account management• Tax equalization policies• International equity joint venture skills

Q&A

6. References• Abbott, A. (1988). The System of Professions. Chicago: University of Chicago Press.

• Beardwell, J. and Claydon, T., (2010). Human Resource Management: A Contemporary Approach. 5thEd. Harlow. Financial Times/Prentice Hall.

• Birkberk College, University of London. [Online] available from <http://eprints.bbk.ac.uk/52/1/caldwell2003.pdf> [2012]

• Bordia, P. and Blau, G. (1998) 'Pay referent comparison and pay level satisfaction in private versus public sector

• organisations in India', International Journal of Human Resource Management, 9, 1: 155-67

• Bratton, J. and Gold, J. (2008) 4th Edition Human Resource Management: Theory and Practice, Basingstoke: Palgrave Macmillan

• Ceridian Freedom. [Online] available from <http://www.ceridian.ca/en/news/2005/10trends.pdf> [2012]

• Dowling, J. P., Festing, M. and Engle D. Allen (2010). Fifth Edn. South-Western Cengage Learning.

• Freidson, E. (1994). ‘How dominant are the professions?’ In Professionalism Reborn. Cambridge: Polity Press.

• Grin. [Online] available from <http://www.grin.com/en/doc/250247/a-descriptive-study-of-human-resource-operations-in-higher-education-are> [2012]

• Legge, K. (1978). Power, Innovation and Problem Solving in Personnel Management. London: McGraw-Hill.

• My HRM. [Online] available from <http://myhrm.wikispaces.com> [2012]

• Strategic Partner framework, HR People. [Online] available from <http://hrpeople.monster.com/nfs/hrpeople/photos/0000/0051/Flow.gif> [02.09.12]

• Source Leadership Connections. [Online] available from <http://www.leadershipconnections.co.uk/hr-business-partner.php> [20.05.2010]

• The Chartered Institute of Personnel and Development. [Online] available from <http://www.cipd.co.uk/hr-resources/factsheets/hr-business-partnering.aspx> [05.01.12]

• Turner, R. (1990). ‘Role change’. Annual Review of Sociology, 16, 87–110.

• Ulrich Model. [Online] available from <http://www.capitahrsolutions.co.uk/Assets/Images/slide1> [20.08.12]

• Ulrich, D. (1998). ‘A new mandate for human resources’. Harvard Business Review, 76, January–February, 124–34.