The BOLD HR Business Partner: Beyond Generalist to Trusted Advisor

Transcription

1 The BOLD HR Business Partner: Beyond Generalist to Trusted Advisor Karen Shellenback, Bersin by Deloitte Debbie Sehulster, Halliburton April 30, 2015

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3 Why Discuss the Role of the HRBP Today? 85% Of global companies Believe they must transform HR to meet new business priorities over the next 3 years 57% want to transform HR now 28% plan to transform HR in 1 3 years 15% say will take longer 2 IMPACT 2015 THE BUSINESS OF TALENT

4 Commerce in 2015 is facing a fierce, competitive landscape: The war for talent goes on Age of constant disruption and change rapid turnover of products, technologies, costs and processes Global, yet local environment - varying levels of regulations, complexities and organizational dynamics 3 IMPACT 2015 THE BUSINESS OF TALENT

5 This fierce competitive landscape: Creates an unprecedented opportunity for HR to play a preeminent role at the highest levels of business strategy Demands a new business embedded HR organizational model Requires a massive reskilling of HR professionals at all levels 4 IMPACT 2015 THE BUSINESS OF TALENT

6 Why Does HR Need Re-skilling? Of HR departments, only 30% STRONGLY BELIEVE THEY HAVE A REPUTATION FOR SOUND BUSINESS DECISIONS 36% SUPPORT THE ORGANIZATION S ABILITY TO RESPOND QUICKLY TO CHANGE 44% ADVISE TOP LEADERSHIP ON IMPORTANT STRATEGIC DECISIONS Source: High-Impact HR: Building Organizational Performance from the Ground Up, Bersin by Deloitte IMPACT 2015 THE BUSINESS OF TALENT

7 Why Does HR Need Re-skilling? Of executives 80% BELIEVE THEIR COMPANY S HR SKILLS OR LACK OF ARE A SIGNIFICANT ISSUE 7% OF NON-HR EXECUTIVES THINK HR IS READY TO RAISE ITS GAME Source: Deloitte Human Capital Trends Report 2014 and IMPACT 2015 THE BUSINESS OF TALENT

8 HR has a lot of work to do on a very complex issue! 7 IMPACT 2015 THE BUSINESS OF TALENT

9 Our Time Today: Focus on the HRBP Role Define the HRBP role Discuss challenges of current sourcing strategies Suggest ways to build and sustain capability Halliburton s College of HR Q&A Build 8 IMPACT 2015 THE BUSINESS OF TALENT

10 Define the HRBP Role 9 IMPACT 2015 THE BUSINESS OF TALENT

11 So what is an HR Business Partner? High level, trusted counsel role with a direct reporting relationship to senior executives in the lines of business 10 IMPACT 2015 THE BUSINESS OF TALENT

12 HR Business Partner: Draws upon other HR groups (CoEs, HR Operational Services) to deliver required expertise and services to meet business needs HR Operational Services HR Customers Communities of Expertise Business HR (HRBP) 11 IMPACT 2015 THE BUSINESS OF TALENT

13 HR Business Partner: Laser focused on the most critical business challenges Examples: Customer Service transformation (supporting movement from product-led to service-led organization) Managing large-scale cost reduction programs Emerging markets - long-term forecast of human capital needs 12 IMPACT 2015 THE BUSINESS OF TALENT

14 HR Business Partner: Big picture perspective influenced by analytical insights Examples: Talent Management strategy (exiting Baby-Boomers and supporting Generation X&Y) Analysis of link between employee engagement and associated LoB costs (turnover, recruitment, speed to market, etc.) 13 IMPACT 2015 THE BUSINESS OF TALENT

15 HR Business Partner: Solves problems and discovers the root cause of any issue, no matter how complex Example: Loss of critical customer segments root cause and organizational network analysis 14 IMPACT 2015 THE BUSINESS OF TALENT

16 HR Business Partner: Provides macro-level solutions that have enterprise-wide application Examples: Corporate restructuring, M&A, offshoring, and divestitures Organization design 15 IMPACT 2015 THE BUSINESS OF TALENT

17 HRBP Models: Three Main Capabilities Consulting Agility Business Fluency Visionary Leader Ability to align/capitalize business opportunities. Project mgmt. and delivery skills Change management skills Financial acumen Operational experience Global or industry insights Systemic thinking Impactful, credible and influential leader Ability to question Steer through ambiguity 16 IMPACT 2015 THE BUSINESS OF TALENT

18 Successfully Implementing the HRBP Role is Challenging Not just because of what it is, but because of what it is NOT It requires letting go of past roles and making hard choices It takes discipline to adhere to role boundaries and handoff points 17 IMPACT 2015 THE BUSINESS OF TALENT

19 HRBPs are NOT Generalists HRBPs should not perform: Employee-specific transactional work 18 IMPACT 2015 THE BUSINESS OF TALENT

20 HRBPs are NOT CoE Specialists HRBPs should not perform: Tactical work: designing and developing HR practices and programs 19 IMPACT 2015 THE BUSINESS OF TALENT

21 Discuss challenges of current sourcing strategies 20 IMPACT 2015 THE BUSINESS OF TALENT

22 Where Are You Looking for HRBP Talent? Consulting Agility Business Fluency Visionary Leader 21 IMPACT 2015 THE BUSINESS OF TALENT

23 Why is Finding Qualified HR Professionals so Hard? Homogenous HR Homogenous HR with mismatched skills 70 percent of HR professionals do not have a degree in HR or business Lack of professional development in specialties needed for HRBP success only 11 percent report excellent HR development initiatives Lack of programs preparing HR staff to deliver programs aligned with business needs 41 percent weak, only 12 percent excellent HR Foundational or Technical Knowledge Consulting Agility Business Fluency Visionary Leader Source: Deloitte 2015 HCM Trend Report, Bersin by Deloitte HR Factbook, IMPACT 2015 THE BUSINESS OF TALENT

24 Why is Finding Non-HR Talent so Hard? External Pool Continued focus on the overall transactional nature of HR discourages potential newcomers to try a career in HR Compensation scale in some industries can limit senior leader interest Lack of clear growth path into and out of HR newcomers are not sure how an experience in HR will help build a successful career HR Foundational or Technical Knowledge Consulting Agility Business Fluency Visionary Leader 23 IMPACT 2015 THE BUSINESS OF TALENT

25 Build and Sustain HRBP Capability 24 IMPACT 2015 THE BUSINESS OF TALENT

26 Senior level position with hard to find skill requirements requires a sourcing and development plan 25 IMPACT 2015 THE BUSINESS OF TALENT

27 Meet the Challenges Ahead! Create a Prioritized Sourcing and Development Plan Assess: capabilities needed for your particular company, industry, geography, etc. to achieve required business goals and objectives current capability strengths among the HR and HRBP team current capability gaps among the HR and HRBP team Create: prioritized sourcing strategy and talent pool sustainability plan internal and external talent 26 IMPACT 2015 THE BUSINESS OF TALENT

28 External Sourcing and Sustainability Strategies Non-HR Professionals General management, operations, finance, management consultants, analysts, etc. Professional/executive networks Collaborate with MBA,HRBP/HR and PMP certification programs Non-HR university graduates entice by focusing on growth opportunities HR Professionals HR, TM or OD consultants Corporate HRBPs or OD staff 27 IMPACT 2015 THE BUSINESS OF TALENT = sustainable practice

29 Internal Sourcing & Sustainability Strategies Non-HR Professionals Operational leaders with consulting background Executive networks and executive advisory councils Cross-functional project teams HR Professionals HR professionals with consulting and operational experience HRBP HIPO Program 28 IMPACT 2015 THE BUSINESS OF TALENT = sustainable practice

30 Meet the Challenges Ahead! Consider Building Internal HRBP Capabilities Create: comprehensive HRBP development program Internal HR Academy 29 IMPACT 2015 THE BUSINESS OF TALENT = sustainable practice

31 Thank You! Karen Shellenback Research Manager, TM & HR Research Bersin by Deloitte, Deloitte Consulting LLP 30 IMPACT 2015 THE BUSINESS OF TALENT

32 This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Member of Deloitte Touche Tohmatsu Limited