Improving HR Business Partner Effectiveness · PDF file03.09.2013 · Corporate Leadership Council® Improving HR Business Partner Effectiveness A Comprehensive Look at Competencies

Corporate Leadership Council®

Improving HR Business Partner EffectivenessA Comprehensive Look at Competencies and Development Strategies

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Roadmap for Our Discussion

Understanding the HRBP Job

Defining the HRBP Competency Model

Assessing and Developing HRBPs


A Challenging MandateCHROs have asked their HR Business Partners to expand their work beyond just transactional HR activities…

HRBPs’ Growing Importance “We’re relying more and more on our HR Business Partners to help drive strategy in the business units and to be the face of HR with our clients.”

Chief Human Resources Officer Fortune 500 Bank

Strategy Changes the Role “As the talent market gets tighter, we need to get more strategic, but that’s not the role our HRBPs grew up with.”

Vice President of HR Financial Services Organization

…but HR Business Partners have to learn a complex array of new competencies to perform well at old and new roles

HR Cannot Split the Job “One thing we know for sure: we can’t separate the strategic job out, and that means that our people are going to have a lot of different jobs to play.”

Chief Human Resources Officer Retail Member

New Competencies on the Horizon “The role is continuing to evolve, and let’s face it, we constantly add competencies, not subtract them.”

Manager of HRBPs Financial Services Organization

Source: Corporate Leadership Council research.

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Four Roles That HR Business Partners PlayHRBP activities include operations managing, strategic partnering, employee mediating, and emergency responding

Strategic Partner

HRBP Strategic Partner Activities• AdjustingHRstrategiestorespondtochangingneeds• Developingthenextgenerationofleaders• IdentifyingcriticalHRmetrics• Identifyingnewbusinessstrategies• Identifyingtalentissuesbeforetheyaffectthebusiness• PrioritizingacrossHRneeds• Redesigningstructuresaroundstrategicobjectives• Understandingthetalentneedsofthebusiness

SP

Emergency Responder

HRBP Emergency Responder Activities• Preparingfordifferentsituations• Quicklyrespondingtocomplaints• Quicklyrespondingtolinemanagerquestions• Respondingtoemployeeneeds• Respondingtomanagerneeds

ER

Understanding Which Activities Matter Most

Operations Manager

HRBP Operations Manager Activities• Assessingemployeeattitudes• Communicatingorganizationalculturetoemployees• Communicatingpoliciesandprocedurestoemployees• EnsuringHRprogramsarealignedwithculture• KeepingthelineupdatedonHRinitiatives• Trackingtrendsinemployeebehaviors

OM

Employee Mediator

HRBP Employee Mediator Activities• Managingcompetingpersonalitiesintheorganization• Managingconflictbetweenemployees• Managingconflictbetweenmanagers• Respondingtoorganizationalchanges• Resolvingpoliticalproblemsintheexecutionofbusinessplans

EM

Note: Factor analysis identifies which HRBP activities cluster together naturally. Source: Corporate Leadership Council’s HR–Line Support Effectiveness Survey; Corporate Leadership Council research.

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The HRBP Job Is Actually Four JobsHRBPs must balance tensions between the different roles they play

DifferencesBetweenHRBPs’FourRoles

Craft and ImplementMeasure and Monitor

Individual Employees

Execute Existing Plan

React to Variations

Sustained Solutions

Immediate Fixes

Policy Management

Acute Challe

nges

Enterprise-Wide

Strategic PartnerCraftsandimplementsenterprise-widestrategies tochronicchallenges SP

Employee Mediator Createssustainedsolutionstoindividualemployeechallenges

EM

Balancing the HRBP Job

Operations ManagerMeasuresandmonitorsexistingpoliciesandprocedures OM

Emergency ResponderProvidesimmediatefixes toacuteemergencies ER

Chronic Challeng

es

People Management

Source: Corporate Leadership Council’s HR–Line Support Effectiveness Survey; Corporate Leadership Council research.

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Developing

the N

ext G

enera

tion o

f Lead

ers

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0%

25%

50%

0%

25%

50%

38% 37%35% 35%

31%27% 26% 26%

20%

15%11% 10% 9%

4% 3%

17%13%

11%9%

6% 6%

11% 11% 10%

5%3%

HRBPs Drive HR–Line Support Effectiveness Across All Four RolesWhile strategic HR activities consistently have a greater impact on

HR–Line support effectiveness, transactional activities remain important

HRBPActivities’ImpactonHR–LineSupportEffectiveness

0%

25%

50%

0%

25%

50%

38% 37%35% 35%

31%27% 26% 26%

20%

15%11% 10% 9%

4% 3%

17%13%

11%9%

6% 6%

11% 11% 10%

5%3%

MaximumImpactonHR–LineSupportEffectiveness

Developing

the N

ext G

enera

tion o

f Lead

ers

Understan

ding th

e Tale

nt Nee

ds of th

e Busin

ess

Understan

ding H

ow HRBPs C

an Su

pport the B

usiness

Identify

ing Tale

nt Issues

Before

They Im

pact th

e Busin

ess

Prioriti

zing A

cross

HR Nee

ds

Identify

ing H

R Metr

ics

Redesi

gning O

rganiza

tional

Structu

re Around St

rategi

c Objec

tives

Using N

ew Busin

ess St

rategi

es

Assessin

g Employee

Attitudes

Communicatin

g Orga

nizatio

nal Cultu

re/Values

to Employees

Ensurin

g HR Progra

ms Are

Aligned

with

Culture

Communicatin

g Polici

es and Proced

ures to

Employees

Keeping

the L

ine Update

d on HR In

itiative

s

Managin

g Confl

icts B

etwee

n Mana

gers

Managin

g Competi

ng Pers

onalitie

s in th

e Orga

nizatio

n

Resolvin

g Politic

al Problem

s in th

e Exec

ution o

f Busin

ess Plan

s

Responding

to O

rganiza

tional

Changes

Managin

g Confl

icts B

etwee

n Employee

s

Strategic Partner(Average Impact = 33%)

Emergency Responder(Average Impact = 8%)

Operations Manager(Average Impact = 11%)

Employee Mediator(Average Impact = 8%)

Adjusting H

R Strat

egies

to Respond

to Changin

g Busin

ess N

eeds

Trackin

g Tren

ds in Employee

Behavi

ors

Note: Each bar represents a statistical estimate of the maximum total impact on strategic role effectiveness that each driver will produce. The maximum total impact is calculated by comparing two statistical estimates: the predicted impact when an HRBP scores “high” on a driver, and the predicted impact when an HRBP scores “low” on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with appropriate control variables.

0%

25%

50%

0%

25%

50%

38% 37%35% 35%

31%27% 26% 26%

20%

15%11% 10% 9%

4% 3%

17%13%

11%9%

6% 6%

11% 11% 10%

5%3%

0%

25%

50%

0%

25%

50%

38% 37%35% 35%

31%27% 26% 26%

20%

15%11% 10% 9%

4% 3%

17%13%

11%9%

6% 6%

11% 11% 10%

5%3%

Prepari

ng for D

ifferen

t Situ

ations

Quickly R

esponding

to Complain

ts

Quickly R

esponding

to Q

uestions

Responding

to Employee

Nee

ds

Responding

to M

anager

Nee

ds

Enforci

ng Sta

ndard H

R Polici

es and Proced

ures

Strategic activities provide an extra boost to effectiveness because they provide longer-term solutions with high returns…

Identifying the Contribution of Each Activity to HR Effectiveness


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…but HR’s essential day-to-day tasks are indispensable to supporting the line.


HRBPs Must Divide Time Between Four RolesDespite the importance of the Strategic Partner role, HRBPs spend much more time on operations management

Identifying Time Spent on Each Role


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0

25

50

0

25

50

4

6

26

6

5

8

24

8

Strategic Partner

Operations Manager

Emergency Responder

Employee Mediator

Hours

AverageHRBP(WithoutManagerialResponsibility)TimeAllocationperWeek

(Average Hours Worked per Week = 42)

AverageHRBP(WithManagerialResponsibility) TimeAllocationperWeek

(Average Hours Worked per Week = 45)

EvenHRBPswithsubstantialmanagerialdutiesstilldividetheirtimebetweenallfourrolesacrossatypicalworkweek.







0%

50%

100%

0%

50%

100%

Competencies1 Previous Experience2 Motivation3 Education/Certifications4

66%

24%

5%5%

Competencies Are the Key Contributors to HRBP EffectivenessCompetencies explain a majority of the variation in the capabilities of individual HRBPs

InfluenceofProfileCharacteristicsonRoleEffectiveness

PercentageofVariationinHRBP

EffectivenessExplainedby

DifferentProfileCharacteristics

Implication Background is less important than

competencies in determining HRBP effectiveness.

ProfileCharacteristics1 Competencies include the knowledge and skills of the HRBP.

2 Previous experience includes previous industry experience and previous HR experience (e.g., previous communication industry experience).

3 Motivation refers to the motivation of HRBPs to join HR (e.g., joining HR to become a consultant).

4 Education and certifications refer to the educational and certification achievements of HRBPs (e.g., a bachelor’s degree, an M.B.A., or PHR certification).

Note: The chart maps the profile characteristics that explain a person’s contribution to explaining the variation in strategic role effectiveness. The percentage of variation explained by the person is calculated by conducting an ANOVA (Analysis of Variance).


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HRBPsmusthavetherightcompetenciestodriveHReffectivenessandtalentandbusinessoutcomes.

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Building a HRBP Competency ModelThe Council seeks to identify the knowledge and skills that are most important to driving HRBP effectiveness

StepsforDesigningtheHRBPCompetencyModel

Step #1: Survey line managers on HRBP levels of knowledge on particular topics.

Step #2: Survey line managers on HRBP skill levels. Step #3: Use multivariate regressions to determine the relative impact of competencies on HRBP effectiveness.

•Workforceplanning•Engagement•Successionmanagement•Performancemanagement•Retention

“Knowledge” Defined“Knowledge” refers to the facts and information the HRBP has on a specific topic.

“Skills” Defined“Skills” refer to the acquired or natural proficiencies of the HRBP.

•Metricsuseanddevelopment

•Innovationskills•Cost–benefitanalysis•Leadership•Presentationskills

Knowledge Skills

MostImportantCompetencies

Illustrative

A B C D E F G H

HRBPRoleEffectiveness

Competencies


Y = β0 + β1Y1 + β2Y2 + β3Y3+ ξ


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Operations Manager OM Strategic Partner SP

Emergency Responder ER Employee Mediator EM

Critical Competencies for the Four RolesOnly a few types of knowledge and skills substantially drive effectiveness for each role

Knowledge Maximum Impact on Effectiveness

WorkforceDiversityBusinessAcumenTransactionalKnowledge

26%13%10%

Skills

RecordkeepingInnovationPresentationSkills

10%9%8%


BusinessAcumenWorkforceManagementKnowledge

21%13%

Skills

MetricsUseandCreationInnovationLeadership

21%19%18%


BusinessAcumenTransactionalKnowledge

18%10%

Skills

RecordkeepingConflictResolutionInnovationConciliation

15%9%9%8%


BusinessAcumenWorkforceManagementKnowledge

13%6%

Skills

ConflictResolutionMetricsUseandCreationInnovation

18%10% 8%

Determining Critical Competencies

Note: Competency definitions are available in the appendix. Competencies include all competencies with a maximum impact above 5%.



The CLC HR Business Partner Competency ModelBusiness Acumen, followed by Innovation, is at the core of the HR Business Partner

Competency Model, while specialized competencies are central to performance on each role

HRBPCompetencyModel

Note: Competency definitions are available in the appendix.

HRBP Competency Model

Innovation

BusinessAcumen

SharedCompetencies

• MetricsUse and Creation

• WorkforceManagement Knowledge

Strategic Partner: Craftsandimplementsenterprise-widestrategiestochronicchallenges

UniqueCompetency

Leadership

SP

SharedCompetencies

• Recordkeeping

• TransactionalKnowledge

Operations Manager: Measuresandmonitorsexistingpoliciesandprocedures

UniqueCompetency

Presentation

OM

Employee Mediator: Createssustainedsolutionstoindividualemployeechallenges

UniqueCompetency

Conflict Resolution

Emergency Responder: Providesimmediatefixestoacuteemergencies

UniqueCompetency

Interpersonal Skills

EMER



1%

Operations Manager

60%

30%

6%4%

Employee Mediator

58%

23%

7%

12%

Emergency Responder

93%

3%2%

On-the-Job Development Is Critical at Improving HRBP AbilitiesTraining is beneficial for some roles

Coaching and Mentoring

Rotation Experiences

Training

On-the-Job Development

Role

PercentageofVariationinRole

EffectivenessExplainedbyDevelopmentExperiences

Implications • On-the-jobdevelopment

must be incorporated into the HRBP job.

• InvestmentsinHRtrainingwill be most effective at improving operations capability.

• Investmentsinmentoringand coaching will find limited success.

Strategic Partner

66%

21%

10%

3%…while Operations Managers require the most training.

On-the-job development is most important for the Emergency Responder role…



Creating Development Experiences to Improve Role EffectivenessAcross roles, development experiences should be built into the job

HRBPCompetencyModel

Principle Development Experiences for Each Role

BusinessAcumen

Employee Mediator

Conflict ResolutionMeetwithlinemanagersonstatusofemployees. Learnhowdifferentpartsofthebusinessworktogether. EM

Strategic Partner

Leadership Identifyhumancapitalchallengesinabusinessunit. Proposealternativesolutionstobusinessunitproblems SP

SharedCompetencies

MetricsUseandCreationAnalyzebusinessunitdata.Trackchangingemployeedata.

Workforce Management KnowledgeCustomizeanddeliverHRstrategies forabusinessunit.

Workonamerger,acquisition,ordivestiture.

SharedCompetencies

RecordkeepingWorkondataintensivelineproject.Takeformalcoursework.

Transactional KnowledgeWorkonchangemanagementinitiative.CommunicatetolinemanagersaboutnewHRofferings.

Operations Manager

Presentation LeadthedevelopmentofnewHRinitiatives. Leadtheimplementationofnewlineinitiatives.

OM

Emergency Responder

Interpersonal SkillsManagecompetingpersonalities.Resolveinterpersonalconflicts.

ER

Identifybusinessprobleminbusinessunit. Workonprojectsthatinvolvedifficulttrade-offs.

Innovation

Workoncross-functionalteams. Analyzeexternalmarketconditions.



Operations Manager OM Strategic Partner SP

Emergency Responder ER Employee Mediator EM

Critical Line Interactions for the Four RolesOnly a few job-specific line interactions drive effectiveness for each role

Line Interactions Maximum Impact on Effectiveness

CommunicatingOrganizationalStandardsFollowinguponRecommendationsSettingServiceExpectationsBringingAccurateInformationUsingBusinessLanguage

22%4%4%3%3%


UsingData-DrivenHR–BusinessInsightsTailoringSolutionstoMeetBusinessNeedsSettingExpectationsCompletionofPredefinedObjectivesCommunicatingBusiness-RelevantInformationArticulatingaStrongPointofViewMaintaininganEnterpriseViewpoint

24%17%17%16%14%13%12%


BeingResponsivetoFeedbackBeingSensitivetoYourTimeNeedsBeingPromptMaintainingIntegrityGettingtotheRightSolution

12%9%7%4%4%


SettingExpectationsUsingBusinessPerformanceDataCreatingBusinessCasesArguingforSpecificSolutions

7%6%4%2%

Determining Critical Line Interactions

Note: Competency definitions are available in the appendix. All significant variables included. Source: Corporate Leadership Council research.


Focusing on the Line Interactions of Each RoleCritical Line Interactions define best-in-class execution on specific roles

HRBPCompetencyModel

Critical Line Interactions for Each Role

Innovation

BusinessAcumen

Employee Mediator

Setting Expectations UsingBusinessData

SettingExpectationsUsingBusinessPerformanceData EM

Operations Manager

Championing Talent Standards

CommunicatingOrganizationalStandardsFollowinguponRecommendations

OM

Emergency Responder

Responding with Timely Feedback

BeingResponsivetoFeedbackBeingSensitivetoYourTimeNeeds

ER

Strategic Partner

Tailoring Data-Driven Insights

UsingData-DrivenHR–BusinessInsightsTailoringSolutionstoMeetBusinessNeeds

SP



A Holistic View of the HRBP JobEvery role has unique competencies, development strategies, and critical line interactions

HRBPCompetencyModel

Competencies, development strategies, and line interactions for each role

Innovation

BusinessAcumen

Employee Mediator:Createssustainedsolutionstoindividualemployeechallenges

UniqueCompetency:Conflict Resolution

DevelopmentStrategy:UnderstandtheLine

CriticalLineInteractions:Setting Expectations UsingBusinessData

EM

Operations Manager: Measuresandmonitorsexistingpoliciesandprocedures

UniqueCompetency:Presentation

DevelopmentStrategy:Lead New Initiatives

CriticalLineInteractions:Championing Talent Management Standards

OM

Emergency Responder: Providesimmediatefixestoacuteemergencies

UniqueCompetency:Interpersonal Skills

DevelopmentStrategy:Experience the Crisis

CriticalLineInteractions:Responding with Timely Feedback

ER

Strategic Partner:Craftsandimplementsenterprise-widestrategiestochronicchallenges

UniqueCompetency: Leadership

DevelopmentStrategy:Identify and Solve Line Problems

CriticalLineInteractions:Tailoring Data-Driven Insights SP








Measuring the effectiveness of the function

Assessing HRBPs

Segmenting your results

Supporting HRBPs

HR Business Alignment Tool

Resources for Individual HRBPs

Introducing the HR Business Alignment Tool (HR BAT)

Assessment of the Effectiveness of the Function

The HR BAT provides four unique benefits…The Council partners with BAT participants to build and administer periodic pulse surveys of line managers via a unique Web site. The survey questions are based on proprietary IP that tracks the effectiveness of individual Business Partners on the activities that matter the most. Participants can feel comfortable they are asking the right questions and collecting data that will help drive results.

…to dramatically increase HR effectivenessBy monitoring the effectiveness of the function, CHROs are able to make the resource allocations that will have the biggest impact on improving functional performance. In addition, Business Partners have access to proven tools, resources, and peer networks that not only improve their performance, but also speed time to implementation at lower costs.



Example: Sue Walker’s Development

Experiences and Available Resources

Example: Sue Walker’s Role Effectiveness Gaps

Building a Development Map

Identify Critical Gaps and Activities to Drive HRBP EffectivenessOrganizations should start by identifying the role composition of their HR staff

Step 1: Assess the role composition of your HR staff.

Example: Sue Walker’s Role Composition

Strategic Partner

Understandingbusinesstalentneeds

PrioritizingacrossHRneeds

IdentifyingHRmetrics

Operations Manager

Trackingtrendsinemployeebehavior

Assessingemployeeattitudes

KeepingthelineupdatedonHRinitiatives

Emergency Responder

Preparingfordifferentsituations

Quicklyrespondingtoquestions

Respondingtomanagerneeds

Employee Mediator

Managingconflictbetweenmanagers

Managingconflictbetweenemployees

Respondingtoorganizationalchange

Step 2: Assess HR staff for skill gaps using the Council’s HR Business Alignment Tool.

Step 3: Determine appropriate development experiences

and support with the Council’s HRBP Portal.

+

Strategic Partner•CreateopportunitiesforyourHRBPstopresentnewHR

strategiestoseniorleadersintheorganization•Workwithalinemanagertoidentifyandimplementanew

programthataddressesabusiness-unitspecificchallengeCouncilSpecificResourcesAvailable

•“HRManagementandStrategy”decisionsupportcenter•“BusinessunitHRStrategyProcessGuide”onHRBPPortal

Business Skills•CreatingopportunitiesforyourHRBPstoworkoncross-

functionalteamstobroadentheirbusinessexposure•CreatingopportunitiesforyourHRBPstomanagethe

relationshipsthatyoumighthavewithexistingvendorsCouncilSpecificResourcesAvailable

•“ProjectScopeTemplate”onHRBPPortal•“SCAMPER”onHRBPPortal



Leverage the Council’s HR Business Alignment Tool

Step 2: Assess HR Staff for Skill GapsDetermine development needs using the Council’s HR Business Alignment Tool



Strategic Partner•CreateopportunitiesforyourHRBPstopresentnewHR

strategiestoseniorleadersintheorganization•Workwithalinemanagertoidentifyandimplementanew

programthataddressesabusiness-unitspecificchallenge

Council-SpecificResourcesAvailable•“HRManagementandStrategy”decisionsupportcenter•“BusinessunitHRStrategyProcessGuide”onHRBPPortal

Business Skills•CreatingopportunitiesforyourHRBPstoworkoncross-

functionalteamstobroadentheirbusinessexposure•CreatingopportunitiesforyourHRBPstomanagethe

relationshipsthatyoumighthavewithexistingvendors

Council-SpecificResourcesAvailable•“ProjectScopeTemplate”onHRBPPortal•“SCAMPER”onHRBPPortal

Step 3: Target HRBPs’ Greatest Skill GapsAccess the Council’s HRBP portal to support HR Business Partner development

Council Resources Available to Sue WalkerIn addition to the feedback provided within the report, HRBPs are encouraged to access additional development resources available

to Council member organizations at www.clc.executiveboard.com.

Develop HRBPs with Council Support

AccesstheHRBP Portal forbest-in-classtoolsandtemplates.

ParticipateinHRBP Discussion ForumstonetworkwithHRBPsonspecificchallenges.

Sign-upforCorporate Leadership Council Alertsonparticulartopicsofinterest.

Usethe Council’s Decision Support Centers toupskillonparticulartopics.

JoinCouncil Teleconferences onparticulartopicsofinterest.

Benchmarkyourorganizationagainstothersintheindustry.

Usegraphicsfromthe Council’s Graphics Databaseininternalpresentations.

Leveragethe Council’s Roadmapstoaidinimplementationofnewprograms.

Usethe Council’s Communication Toolsforinternalpresentationsonspecifictopics.

Driving Employee Performance and Retention Through Engagement



The CLC HR Business Partner PortalProviding implementation support fosters improved HR business partner performance

The HR Business Partner portal is available to all members of the Corporate Leadership Council. This rich set of online resources provides HR Business Partners (HRBPs) with proven tools, insights, and peer networks to improve HRBP effectiveness and accelerate the implementation of their most critical projects.

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TitleBusinessPartnerEffectivenessAuditbrochure/merchandiser


Corporate Leadership Council

SearchHR Business Partner PortalImprovingHRBusinessPartnerEffectivenessandOrganizationalImpact

Home/DecisionSupportCenters/HRBusinessPartnerPortal

Personal ProductivityTools and Templates

Relationship ManagementStrategies and Resources

Connect withHRBP Peers

• ProblemDiagnosisandSolutionDesign

• BusinessandFinancialAnalysis

• BusinessCaseDevelopment

• CommunicationStrategy

• PresentationDevelopment

• ProjectManagementandImplementation

• PartneringwithLineExecutives

• PartneringwithOtherLine-SupportingFunctions

• PartneringWithinHR

HRBPDiscussionForum/JoinForum

Related HRBPSupport Resources

Topic-SpecificResourceCenters

Industry-SpecificResourceCenters

Geography-SpecificResourceCenters

BusinessInsightsCenter

Function-SpecificResourceCenters

HRBPManagementResources

Core Project Support

• HRStrategicPlanning

• WorkforcePlanning

• OrganizationalDesign

• SuccessionManagement

• MergersandAcquisitions

• ChangeManagement

Decision Support Center Contents

Overview

PersonalProductivityToolsandTemplates

RelationshipManagementStrategiesandResources

ConnectwithHRBPPeers

CoreProjectSupport

RelatedHRBPSupportResources

Decision Support Centers

• Aerospace/DefenseIndustry

• AttractionandRecruiting

• AutomotiveIndustry• Building/Construction

Industry• ChemicalIndustry• EnergyIndustry• EuropeanShowcase• Executive

Search

The HR Business Partner portal supports HRBPs in the key challenges of their role…

KeySectionsofHRBPPortal

…through a robust set of best practice resources to improve HRBP performance

SampleHRBPPortalResources

Business and Financial Analysis

Business Case Development

Relationship Management and Influence

Communication Strategy and Presentation Development

Problem Diagnosis and Solution Design

Project Management and Implementation

HR Strategic Plan Development

Online Discussion Groups

Communication and Presentation Templates

Sample Business Cases

Problem Solving and Analytical Frameworks

Financial Analysis Tools and Templates

Customizable PowerPoint Presentations and Graphics

Implementation Roadmaps

For more information on the HR Business Partner portal, please contact Sari Levine at [email protected] or +1-202-777-9583.


Appendix


Development ExperiencesOn-the-job training experiences are most important across all development activities

MaximumImpactofDevelopmentExperiencesonCompetencies

Development Experiences

Competencies Development Experiences*

Business Acumen• Workoncross-functionalteams—7%• Analyzeexternalmarketconditions—6%

Innovation• Identifybusinessprobleminbusinessunit—14%• Workonprojectsthatinvolvedifficulttrade-offs—14%

Presentation • LeadthedevelopmentofanewHRinitiative—31%• Leadtheimplementationofanewlineinitiative—13%

Recordkeeping• Workondata-intensivelineproject—21%• Takeformalcoursework—13%

Transactional Knowledge• Workonchangemanagementinitiative—7%• CommunicatetolinemanagersaboutnewHRinitiatives—7%

Interpersonal Skills• Managecompetingpersonalities—5%• Resolveinterpersonalconflicts—5%

Leadership• Identifyhumancapitalchallengesinabusinessunit—17%• Proposealternativesolutionstobusinessunitproblems—12%

Metrics Use and Creation• Analyzebusinessunitdata—13%• Trackchangingemployeedata—4%

Workforce Management Knowledge• CustomizeanddeliverHRstrategiesforabusinessunit—6%• Workonamerge,acquisition,ordivestiture—7%

Conflict Resolution• Meetwithlinemanagersonstatusofemployees—30%• Learnhowdifferentpartsofthebusinessworktogether—24%

Source: Corporate Leadership Council research.1 The maximum total impact is calculated by comparing two statistical estimates: the predicted impact when an HRBP scores “high” on a driver and the predicted impact when an HRBP scores “low” on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with appropriate control variables.


Definition of TermsCompetencies

Knowledge

BusinessAcumen—Referstotheabilitytouseinsightoftheorganization’sinternalandtheexternalbusinessenvironmenttoimprovethehumancapitaloutcomesthataffectbusinessunitperformance

TransactionalKnowledge—ReferstotheabilitytouseknowledgeaboutlegalandHRprocesses tosolveHRproblems.

WorkforceDiversity—Referstotheabilitytouseworkforcediversityknowledgetohelpsolveproblemsrelatedtoracial,ethnic,gender,religious,political,orotherrelevantdividesbetweenpeople

WorkforceManagementKnowledge—ReferstotheabilitytouseHRknowledgeonengagement,performancemanagement,andattractionatthebusinessunitleveltoprovidestrategicsolutions tohumancapitalproblems

Skills

InterpersonalSkills—ReferstotheabilitytoreconciledifferentintereststosolveanHRproblem

ConflictResolution—Referstotheabilitytoresolveconflictsbetweenemployees

Innovation—ReferstotheabilitytocustomizeorimplementHRsolutionstohumancapitalproblemsincreativeways,ortocraftnewHRsolutions

Leadership—ReferstotheabilitytopersuadelinemanagersoftheneedforneworexistingHRprogramsbytakingaleadershipposition

MetricsUseandCreation—ReferstotheabilitytodevelopandusemetricstomakethebusinesscaseforHRprograms,toalignHRstrategywithcorporategoals,andtoassessandjustifytheperformanceofHRprograms

Presentation—ReferstotheabilitytomakepresentationsonHRprogramsandprocesses

Recordkeeping—Referstotheabilitytokeepaccurateorganizationalandindividualemployeerecords

LineInteractions

Arguing for Specific Solutions—Referstoarguingonbehalfofaspecificsolutionforaspecificproblem

Articulating a Strong Point of View—ReferstotakingastandonanissueBeing Prompt—ReferstobeingpromptinallcommunicationswithmanagersBeing Responsive to Feedback—ReferstorespondingtofeedbackfromlinemanagersBeing Sensitive to Your Time Needs—Referstotakingtimeneedsofmanagersinto

considerationwhencommunicatingHRprogramsandprocessesBringing Accurate Information—Referstohavingthemostaccurateinformationathandin

meetingswithlinemanagersCommunicating Business-Relevant Information—ReferstoensuringinformationinHR

communicationsthathavebusinessinformationthatisrelevanttothebusinessCommunicating Organizational Standards—Referstocommunicatingstandardsaround

organizationalpoliciesandproceduresCompletion of Predefined Objectives—ReferstocompletingobjectivesonHRprojectsdefined

inadvanceCreating Business Cases—ReferstocreatingthebusinesscaseforaspecificprogramFollowing up on Recommendations—Referstofollowinguponrecommendationsmadetoline

managersGetting to the Right Solution—Referstofindingnotonlyasolution,buttheonethatislikelyto

leadtotherightanswerMaintaining an Enterprise Viewpoint—Referstomaintaininganoverallviewoftheorganization

whencommunicatingwithlinemanagersMaintaining Integrity—Referstomaintainingyourbeliefinwhatisimportantinyour

communicationswithmanagersSetting Expectations—ReferstosettingexpectationsaboutHRprogramsSetting Service Expectations—ReferstosettingservicedeliveryexpectationsaroundHR

productsandprocessesTailoring Solutions to Meet Business Needs—Referstotailoringcenter-ledinitiativestomeet

thespecificneedsofthebusinessunitUsing Business Language —ReferstousingbusinessspeakinyourdailycommunicationsUsing Business Performance Data—Referstousingdataincommunicatingthevalueof

HRprogramsUsing Data-Driven HR–Business Insights—Referstousingdatawhenmakinganargument

aboutaninsightrelatedtoHRandthebusiness


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Corporate Leadership Council

Washington,D.C. • Chicago • SanFrancisco • London • NewDelhi • Sydney

Documents

Improving HR Business Partner Effectiveness · PDF file03.09.2013 · Corporate Leadership Council® Improving HR Business Partner Effectiveness A Comprehensive Look at Competencies