Strategic Business Partner

300 pages. Temps de lecture estimé 3h45min.
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.PrefaceIntroduction: From Value Sapping to Value AddingPart One: Concepts and a Model for Strategic Business Partners1. Key Concepts for Partnering Strategically2. The SBP ModelPart Two: Building Client Partnerships3. Identifying Clients and Developing Access 4. Gaining Credibility and Trust Part Three: Identifying and Partnering on Strategic Projects5. The Logic Used to Identify Strategic Opportunities 6. Reframe Requests to Identify Strategic Opportunities 7. Proactively Identify Strategic Opportunities 8. When the Client Says “Yes”Part Four: Influencing Business Strategies and Direction9. Being at the Table 10. Making the SBP Role RealTools References Resources Index About the Authors