Implementation Plan for Strategic HR Business Partner Function

2016

Strategic HR Business Partner Definition

Components for Success

Strategic HR Business Partner Model

Change Management Model

Implementation Plan

Timeline for Implementation

Table of Contents

Business person with expertise in human resources with the key

responsibility to provide progressive, value-added solutions through

collaboration and partnership with business leaders in the

identification, prioritization, and building organization capability,

behaviors, structures, culture, and processes that deliver on the

business strategy.

Strategic HR Business Partner Definition

Org Readiness

CHRO Champion

CEO Support

Org Capability

Business Leaders

Strategic HR COEs

Strategic HR BP Role

Components for Success

Strategic HR Business Partner Model

Strategic Partner • Understand the business strategy and how the

organization makes money • Design, develop, and implement innovative, value-

add solutions that align with business objectives • Assist business leaders with anticipating and

solving organization, people, and change related issues

• Strategically manage workforce planning including attracting, developing, and retaining talent

• Identify critical metrics and lead with data

Change Agent • Drive alignment with the organization’s culture • Institutionalize company value and beliefs and

champions diversity and inclusion • Assess and manage organizational change

capability • Act as consultant in organizational effectiveness

initiatives • Deliver organization optimization • Shepherd organizational change • Navigate all groups of employees through change

Administrative Expert • Legal compliance • HRIS Reporting • Developing and delivering training • Investigations

Employee Champion • Serve as the “ear” and conscience of the

organization • Represent the voice of the employee • Collect and act on feedback from employees • Champion employee engagement

Day-to-day / Operational Focus

Strategic Focus

PEOPLE

PROCESSES

Change Management Model Phase 1: Assess for Change • Conduct Assessments • Pinpoint Opportunities

Phase 2: Prepare for Change • Clarify Roles and Prioritize Actions • Prepare for Resistance • Establish Measurement

Phase 3: Plan for Change • Develop Implementation Plan • Develop Communication Plan

Phase 4: Implement Change • Take Action • Educate, Coach, and Facilitate for

Results

Phase 5: Sustain the Change • Integrate Learning

Implementation Plan Phase 1: Assess • Organizational Readiness • Organizational Capability

Phase 2: Prepare for Implementation • Validate Model • Present Recommendations • Educate

Phase 3: Plan for Implementation • Communicate New HR Model & Function • Deliver Development Plan(s)

Phase 4: Roll Out • New HR Operating Model • New Strategic HR BP Function

Phase 5: Evaluate New SHRBP Function • Business Leader, BP, HR COEs • HR Operating Model

Timeline for Implementation

Assess Feb - Mar

Prepare for Implementation

Apr

Plan for Implementation

Apr - May

Role out May - Jun

Evaluate Oct - Mar

Speed of implementation premised on organizational readiness and capability. If HR COE capability is not ready, effectiveness of function will be implemented in phased approach.

Business Leaders HR BPs HR COEs

Validate Recommendations Educate

Communicate Deliver Development Plans

Provide Strategic HR BP support

Assess, Evaluate, Adjust

Appendix

Strategic HR Business Partner Vision Statement

Business Leader Needs Assessment

HR Business Partner Competency Assessment

HR Centers of Excellence Assessment

Strategic HR Centers of Excellence Descriptions

Communication Plan

Strategic HR Business Partner Profile

Credits

Appendix Table of Contents

The vision of the HR Business Partner function is to be the internal subject

matter expert and sought-after partner and advisor to business leaders and

provide value through progressive solutions that align with and support

delivery of the business strategy.

Strategic HR Business Partner Function Vision Statement

Business Leader Needs Assessment

HR Business Partnering • What has been your experience in working within a Strategic HR Business Partner

model? • In the last 6 months, what types of issues did you consult with HR about? • Regarding those experiences, on a scale of 1 - 3 with 3 being the highest, rate the

support you received from HR? Explain your rating i.e. what was missing, what was included and much appreciated, etc.

• If there is one thing that HR does that is a barrier to your organization’s success, how

would you define it? • If there is one thing that HR could do to really add value to your organization’s

success, what would it be? • Going forward, how would you like to work with your Strategic HR Business Partner?

Business Leader Needs Assessment (cont.)

Talent Capability • What people challenges is your organization facing that are threatening achievement

of the business goals?

• What challenges do you have attracting and retaining talent?

• What is the profile of success for your direct reports talent?

Compensation and Rewards • To what extent does the current compensation program provide agility to pay and

reward talent while maintaining market competitiveness?

Engagement • What concerns do your employees have with the company achieving its goals? Their

future?

Strategic HR Business Partner Competency Assessment

No Proficiency Low Proficiency Proficient High

Proficiency

Building Business Acumen

Relationship Building

Leading Change

Innovation

Influencing

Conflict Resolution

Courageous Communication

Leading with Data

Learning Agility

HR Center of Excellence Assessment

Level Attraction and Recruitment

Basic No clear employer brand Ad hoc hiring to meet short term needs Basic vetting and selection with a focus on interviews

Progressing Some employer brand differentiation Established recruitment processes Varied assessments / selection methods

Advance Strong brand with clear employee value proposition Selection on capability and fit Mature employee referral program

Best Practice Sophisticated digital employer brand Enterprise recruitment strategy linked to workforce plans Recruitment methods utilizing virtual, digital, and mobile to engage potential and ex-

employees

HR Center of Excellence Assessment (cont.)

Level HRIS

Basic Local management of employee data Paper and electronic media Manual reporting

Progressing Accurate employee data managed via local system Automated reporting

Advance Some systematic reporting Developing capability in data analytics

Best Practice Cloud based system providing one source of employee data with full use of workflow capabilities incorporating performance management, reward, talent, learning and development

Easy access to data for managers via apps, tablets, and hand held devices to facilitate decision making and development

Employee and manager self-service accessible via multiple channels

Fully established system reporting ‘Big data’ capability to enable complex analysis e.g. sophisticated algorithms to predict

workforce trends

HR Center of Excellence Assessment

(cont.)

Level Compensation and Reward

Basic Focus is on base pay No clear line of sight between performance and reward Minimal differentiation

Progressing Some variable pay differentiation Some level of periodic base pay benchmarking for critical roles

Advance Explicit link between overall remuneration, performance measures, and strategy execution

Differentiated remuneration at all levels with visible impact of individual performance

Best Practice Focus on intrinsic and self-determined extrinsic motivators at an individual level Total reward benchmarked annually for all disciplines against sector and non-sector

peers

HR Center of Excellence Assessment

(cont.)

Level Organizational Development – Talent Management

Basic Succession planning at board level only High potential programs lacking Promotions on an ad hoc basis

Progressing Some level of succession planning, high potential identification, and development beyond board level

Formal, calibrated promotion process supported by competencies

Advance Formal succession planning for key leadership, technical, and professional roles Formal learning and development for high potentials with ongoing assessment Promotions built into the performance management and salary planning cycle Clearly articulated career paths, supported by defined competencies and development

Best Practice Integrated succession plan for all key leadership, technical, and professional roles Integrated high potential program incorporating managed moves linked to employee

development plans Accurate forecasting of promotions

HR Center of Excellence Assessment

(cont.)

Level Organizational Development – Learning and Development

Basic Ad hoc skills and class room based training for basic qualifications and induction Limited leadership development

Progressing Blend of learning and development approaches Learning and development offer spans technical and behavioral competencies Ad hoc leadership development Learning evaluation measures immediate participant feedback

Advance Learning Academy provides a ‘one stop shop’ for employees to access leadership, technical, and behavioral development

Clear linkages exist between competencies, career paths, and learning and development Leadership development programs exist at different levels equipping leaders to manage

and inspire an increasingly diverse workforce Learning evaluation measures change in performance and behavior

Best Practice Sophisticated learning organization with segmented, blended learning spanning cultures, styles, geographies, and generations

Application of advanced cognitive techniques and neuroscience research to achieve behavioral change

Leadership assessment and development aligned with business strategy Learning evaluation measures impact on business results and return on investment

Strategic HR Centers of Excellence Descriptions

Center of Excellence Description

Business Partner Delivering progressive, value-added solutions that align with and support business objectives through collaboration and partnership with business leaders.

Talent Acquisition Strategic approach to acquiring talent infused with planning & strategy, workforce segmentation, employment branding, understanding candidate audiences, candidate relationship management, and metrics and analytics collectively to ensure talent supply in the achievement of business objectives.

HRIS System outputs that inform and provide relevant data for fact-based decision making.

Strategic HR Centers of Excellence Descriptions (cont.)

Center of Excellence Description

Compensation Strategic solutions that attract, retain, and reward talent - Agile compensation philosophies - Proactive market assessment of “in demand/specialized” skills

and proven methodologies for attracting, retaining, and rewarding

- Market analysis for trends and current compensation practices - Creative approaches to rewarding talent

Organization Development Delivering deliberate, specific planned approach to increase the organization's effectiveness and/or efficiency through initiatives and tools that that enable the organization to achieve its strategic goals.

Communication Plan

Audience Message Messenger Delivery Method

HR COE Leadership Team Introduce new HR operating model with built-in BP function to deliver higher level of excellence and capability to the organization in the achievement of objectives.

CHRO Staff meeting

CEO and executive team Introduce new HR operating model with built-in BP function to deliver higher level of excellence and capability to the organization in the achievement of objectives.

CHRO In person / email

HR Organization Introduce new HR operating model…what’s in it for you and what it means for you.

CHRO, COE Leaders HR Town Hall

Enterprise Introduce new HR operating model…what’s in it for you and what it means for you.

CHRO Email (and/or adjunct to enterprise Town Hall)

Strategic HR Business Partner Profile

Strategic

Advocate

Influence

Change Agent

Consultant

Transformer

Forward thinker

Thought leader

Courageous Communicator

Advisor

Business Partner Model

- Dave Ulrich’s Roles of HR Model

Change Management Model

- HR Talent Management Consultant

HR Centers of Excellence Assessment

- Hay Group

Credits