HR BUSINESS PARTNERS A PRACTICAL GUIDE TO BECOMING DATA DRIVEN PLAYBOOK 2: COMPETENCIES. John Pensom Co-Founder & CEO

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1 HR BUSINESS PARTNERS A PRACTICAL GUIDE TO BECOMING DATA DRIVEN Jhn Pensm C-Funder & CEO 2019 PLAYBOOK 2: COMPETENCIES

2 THIS PLAYBOOK HAS 6 COMPONENTS CONTENTS 1. Intrductin 2. Playbk 1: Business Fcus 3. : Cmpetencies 4. Playbk 3: Capabilities 5. Playbk 4: Sustainable Change 6. Summary PAGES 5-9 PAGES PAGES PAGES PAGES PAGES The Playbk can be dwnladed in its entirety, r each cmpnent can be dwnladed separately. Dwnlad at /DDHRBP 2

3 ABOUT THIS PLAYBOOK Backgrund When it cmes t Data Driven HR (DDHR), HR Business Partners (HRBPs) must: Fcus n what's relevant t the business Develp their persnal skills & cmpetencies Adpt a capability mindset Ensure DDHR is nt just a ne-ff prject This Playbk, HR Business Partners - A Practical Guide t Becming Data Driven, will help HRBP teams accmplish these critical imperatives. 3

4 4 IMPERATIVES & AREAS OF FOCUS TO HELP HRBPs BECOME DATA DRIVEN Backgrund 1 HR & HRBPs must fcus mre attentin n what's relevant t the business When it cmes t the Peple Plan, Ops will always have different bjectives, drivers and issues than Sales - but there will als be cmmn grund. Therefre, it is imperative that HRBPs have slid understanding f bth crprate/ enterprise-wide peple bjectives, in additin t the specific bjectives f the business units they serve. 2 It must be recgnized and addressed that sme HRBPs are mre naturally analytical, business-savvy, data-driven and strategic than thers. It's therefre becming mre cmmnplace that HRBPs build upn their transactinal HR skills & experience, becming change enablers and helping drive the peple-side f business utcmes. This means articulating the pprtunity and understanding the issue, cnsulting, driving decisins, planning & implementing change, and ptimizing results. 3 HR & HRBPs must adpt a capability mindset - which ges beynd slick tls Slick tls can flunder if they dn't live within an envirnment - r capability - which supprts their purpse. Fr an HRBP t be successful in Data Driven HR, there must be a framewrk, strategic fcus and prcesses in place t ensure the relevant data is bth captured and trusted, clarity in the rle f the HRBP, and f curse, visibility, realizatin and ptimizatin f hard business results. 4 HR & HRBPs must implement data driven decisin-making in a sustainable way "Becming Data Driven" implies change will ccur - and this change must be sustainable and nt just a ne-ff prject. These 4 Areas f Fcus must wrk in cncert with ne-anther t ensure clarity f purpse, adptin and mtivatin fr the future state, leadership supprt, a cncrete plan fr implementatin, in additin t clearly defined, yet achievable success. 4

5 PLAYBOOK 2: COMPETENCIES HR & HRBPs must fcus mre attentin n what's relevant t the business HR & HRBPs must develp analytical and HR & HRBPs must adpt a capability mindset - which ges beynd slick tls HR & HRBPs must implement data driven decisin-making in a sustainable way 5

6 PLAYBOOK 2 OVERVIEW Building HRBP Culture, Skills and Cmpetencies Regardless f specific fcus, becming a great business partner is all abut delivering client value. This is prven in successful cmmercial and business t business envirnments, and internally within rganizatins when an enabling functin is structured in an effective way - such as IT, Finance r HR. In ur business at PepleInsight, we truly believe we are partnered with ur custmers - in fact, we ve built ur end-t-end business with delivering client value at the cre. What we ve learned is beautifully simple - a genuine partner relatinship ccurs when gals are aligned, wins are mutual and each party brings smething unique t the table which is bth valued and appreciated. And under these cnditins, wrk can be lts f fun and dare I say it, easy and incredibly rewarding (nte - nt technically easy!!). At PepleInsight, we ve peratinalized ur apprach t being a business partner by seeking t understand ur custmers nging needs, cnstantly delivering a differentiated prduct and utcmes, building lng term relatinships, and ffering great value fr mney. While there will be nuances fr yu and yur HR Business Partner team, there shuld be very little difference in hw yur HR Business Partner rganizatin is setup. With these principles understd, yu can start t think abut what this means in terms f: Culture, Skills & Cmpetencies Partner & Deliver Client Value Create Mutual Alignment Hw Will Yu Partner? What Behavirs & Activities Will Demnstrate This? Yur HRBP culture Yur HRBP skills and cmpetencies, and Yur plans t address any gaps in culture, skills and cmpetencies 6

7 PLAYBOOK 2 Yur HRBP Culture Yur HRBP culture must: Fcus n custmer value Build custmer value thrugh effective peple prgrams and capabilities Have cmplete clarity in wh yur custmer is and what they d D the right things, and D things right. Firstly, and mst imprtantly, the HRBP must fcus effrts n delivering custmer value. Everything that gets dne, bar-nne, shuld deliver sme level f value-add. If it desn t, the rle f an effective business partner is t ask why. Remember, if the HRBP desn t deliver true value fr yur Line f Business custmers then the simple reality is they will cnsider yu a replaceable cmpnent in their supply chain r resurce pl. Fcus n Custmer Value Be an Onging Partner, Nt a Supplier Suppliers Are Easily Replaced They will, ver time, simply lk fr alternatives - just like we all d with all f ur "suppliers". 7

8 PLAYBOOK 2 Embed Yurself HRBPs must therefre, strategically psitin t becme a critical cmpnent f hw yur LB delivers value fr yur rganizatin at large. Fr sme, this may be as simple as reliably and predictably filling pen vacancies with high quality candidates, but fr many thers, it will be much mre cmplex, integrated and embedded int what they d in their cre business. The HRBP needs t understand their custmer s business, their prcesses, their desired utcmes, and the cmpetitive envirnment that they wrk in. In additin, an effective HRBP will als need t knw them as peple, clleagues and "prducers". There are many cmpnents t making this wrk, but understanding yur HRBP culture and building prductive and cllabrative relatinships is where the jurney t becming an awesme HR Business Partner must start. T build upn this, HRBPs need t knw wh yur custmer is, and als wh yur custmers custmer is. Ask. Ask. Ask. There are sme very simple cnstructs here: Embed Yurself in Yur LB Becme A Critical Cmpnent in Hw Yur LB Delivers Value Knw Yur Custmer - and Knw Yur Custmers' Custmer Ask. Ask. Ask. If yu dn t knw wh yur custmer is, and what business they are in (i.e., wh they serve), yu shuld knw this...s ask. If yu dn t knw what yur custmer expects frm yu (and by when), yu shuld knw this als...s ask. 8

9 PLAYBOOK 2 D the Right Things The next step is understanding what is meant by "ding the right things". Ding the right things means three things: 1. Executing the explicitly stated peple prgrams which are included in the LB Business Plan 2. Engaging with yur LB leadership team t identify, priritize, design and implement the peple prgrams with the best ROI, which will best help the LB achieve their Business Plan D the Right Things Ask Again D Things Right 3. Practively assessing, managing and mitigating peple and rganizatinal risk - r the things which will bite the LB in the rear end if ignred. D Things Right Finally, yu will need t define what "ding things right" means t yu, yur HR Team, yur Line f Business and rganizatin at large - given yur rganizatinal cntext. As an rganizatin, are yu mving s fast that yu ve decided the 80/20 rule wrks fr yu (80% f the value cmes frm 20% f the effrt)? Or are yu abslutely driven by perfectin which extends int yur HRBP activities? Or, are there plitics r dynamics which surrund wither yur rle r the LB yu are wrking with, which yu need t take int cnsideratin? Yu will have t identify yur specific circumstances and decide what this means t yu. 9

10 PLAYBOOK 2 Yur HRBP Cmpetencies Here are sme f the key cmpetencies which are imprtant fr an HR Business Partner t bring t the table: Understanding LB peratinal and strategic plans, financials, bjectives & KPIs Understanding LB strengths, weaknesses, pprtunities & threats Understanding any LB headcunt and peple plans that may be in place (shrt, medium & lng term) Understanding the pulse f the LB when it cmes t engagement, culture and rganizatinal health Understanding the facts related t cmmnplace/peratinal HR metrics and analytics and assisting in identifying and managing peple risk such as: key and vulnerable emplyee turnver, turnver exceeding acceptable threshlds, retirement and successin planning, develpment pprtunities and prgressin, cmpa- and market-ratis, business impacts f nt hitting headcunt plans, business impacts f lw prductivity, etc. Cntribute t, design and implement peple prgrams and capabilities Assist in driving increased prductivity frm a peple perspective Acquire, develp and retain talent Be Outcmes Fcused Balance Operatinal & Strategic Plan. Execute. Iterate. Yu Are The Peple Expert - Prve It 10

11 PLAYBOOK 2 Yur HRBP Skills Here are sme f the specific skills which HR Business Partners shuld develp prficiency in: Business acumen including financial acumen Knwledge f yur Line f Business such as fundamental technical/prduct knwledge, prcesses and capabilities, industry and custmer knwledge, and articulatin f key utcmes Custmer relatinship management and partnering Executive, supervisry & frnt-line relatinship building Cmmunicatins such listening, facilitatin, presenting, writing, visualizing and strytelling Strategic planning, peratinal planning, prpsal and business case develpment, reprt develpment Prblem slving and analysis methds such as six sigma, rt cause analysis etc Basic arithmetic (additin, subtractin, multiplicatin, divisin, estimating) Sftware/technical skills and HR technlgy (transactinal) skills HR Generalist skills such as interviewing and recruiting, successin planning, cmpensatin analysis, learning and develpment, emplyee relatins, crprate cmmunicatins etc. Planning and managing change Peple advcate Be Business Savvy Build Trust & Credibility At All Levels 360 Degree Cmmunicatin Understand Basic Arithmetic 11

12 PLAYBOOK 2 Dn t Feel Bad! This list isn t meant t make yu feel inadequate - it wuld be very rare t find an individual wh brught all f these skills and cmpetencies tgether - s cnsider this list t be aspiratinal and ambitius! Shuld these cmpnents cme tgether, the HR Business Partner team will be very well equipped t build the peple side f yur LB utcmes. Self Assess & Cntinually Develp As an HRBP, yu might want t take this list and self assess - starting with relevance in yur situatin, and if relevant, yur current prficiency and then the prficiency yu need t be perating at t be the HRBP yu ve always dreamed f being! Cntinually Develp Yur HRBP Skills & Cmpetencies Fcus n The Peple Side f Business Outcmes Have Yu Ever Heard "S/he Has TOO MUCH Business Acumen"? 12

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