HR BP can be performance improvers

Why HR Business Partners are important right now

In today's complex and competitive business environment companies need strategic input from HR professionals to ensure people's performance is optimal. Ulrich, Younger, Brockbank and other researchers this is critical for businesses to be stay competitive as HR profession moves from administrative tasks to strategy support.

Traditional HR functions should become history if we want to make organisation more competitive.

However, many HR managers agree that the role of HR Business Partner is quite complex and to play this role, and they need a new set of competencies and skills to play it well.

According to Dave Ulrich, to implement HR BP function, organisations need two things:

suitable organisational structure,

competencies.

In this series of articles we try to understand the new horizons companies can achieve if they implement strategic HRM function and what HR Business Partners can do to improve performance. We will cover the following:

evolution of functions and definitions in the HR Management area,

essential roles of HR,

possible organisation structure of HR department,

requirements to competencies set for HR BP.

Short overview of HR function evolution

HR function evolved through the following stages:

1930s: Personnel administrators.

1950s: HR Professionals mostly in charge for control and compliance procedures.

1970s: Human Resource Management (HRM): linking HR activities to business practice in changing business environments.

1990s: People advocate and consultant with the focus on workforce issues.

2000s-2010s: The connection of HR practices to business success through linking HR activities to business outcomes through recruiting, L&D, Org.Design and Total Rewards.

Personnel management

More than 60 years the term Personnel Management was used to describe activities of HR professionals. Chartered Institute of Personnel and Development (CIPD) definition is as follows:

"management sphere in which interests of organisations and people interfere"

Personnel management is about efficiency and fairness. It presumes employees can contribute to the success of organiation.

The term was used most widely in 1950s.
From personnel management to human resource management

The term Human Resource Management (HRM) first was used in the US in 1980s and after that it started to be used in the UK and Europe. This term is considered as "evolution" of the term Personnel Management. Darwish, Martin, 2009, Storey, 1989), as well as Legge (2005) and Rowley& Jackson (2010) discuss in their works why this happened. Their conclusion is that he practices of personnel management are more reactive and operative than the practises of HRM that are proactive and strategic oriented.

Torrington, Taylor, and Hall (2008) consider HRM as part of the bureaucratic efforts aimed to have a sustainable organisation. Darwish (2013) defines HR professionals via their activities in compensation and benefits, selection and recruitment etc.

There is no agreed definition of Human Resource Management.

Some researchers define HRM via knowledge, skills and competencies required (Hitt, Bierman, Shimizu, & Kochhar, 2001). Other try to add overall effectiveness of HR Department (Teo, 2002). Most authors agree that the concept of HRM is about how to achieve strategic goals thorough people management. Most of them also define HRM through HR practices. According to Noe, Hollenbeck, Gerhart и Wright (2006) these practices include:

human resource planning,

recruiting,

performance mapagement,

learning and development,

compensation and benefits,

other HR practices that impact performance.

Are differences really important?

These discussions about definitions are interesting for those in academic sector. However, the term used often determines which HR practices would be implemented and how. HRM focus is on employees engagement, contribution and achieving strategic goals of organisations.

The focus of Human Resource Management on business goals and personnel contribution is especially important when organisations become less centralised, and team leaders get more responsibilities. Today HRM is the important link between business goals of growth and profitability and employees' needs of meaningful work and decent compensation.
Dave Ulrich contributed to the concept of HRM as well.

In 1997 Dave Ulrich offered four reasons why HRM concept emerged:

this concept can emerge as an administrative function,

in HRM HR professionals can be "employee champions" and support workforce,

this concept helps top management to engage HR professionals into change management process to increase value,

HR professionals play more strategic role.

It looks like some of this concepts remain concepts.

HR Business Partner 2.0

In the next article we will discuss Strategic Human Resource Management (SHRM).
Conclusion

HRM is the logical method of managing people to achieve strategic business goals. It is important to remember that:

HRM is not working WITH people. HRM is more about CREATING SYSTEMS that efficiently support how people work.

А для в создании систем вообще, и бизнес-систем в частности, нельзя обойтись без системного подхода. И мы хотим внести свой посильный вклад в распространении этого системного подхода. Мы запускаем бесплатную программу обучения для HR. Пока только для первого уровня. Уровень включает в себя две ступени. Вся программа развивает компетенции HR-специалистов по основным 6 ролям: 1) ролевая модель (пример для других людей), 2) представитель бизнеса (администратор), 3) агент изменений, 4) представитель сотрудников, 5) стратегический бизнес-парнер, 6) связующее звено.

Ориентируемся, что программа обучения будет запущена примерно с начала марта. Запись открыта — пишите в комментариях или в личном сообщении.

Level 1

Ролевая модель: Постановка целей

Представитель бизнеса (Администратор): Процесс управления результативностью

Агент изменений: Навыки оказания эмоционального воздействия

Представитель сотрудников: Обучение взрослых

Стратегический бизнес-партнер: Чтение основных финансовых отчетов

Связующее звено: Навыки личного общения и публичного выступления

Level 2

Ролевая модель: Определение приоритетов

Представитель бизнеса (Администратор): Основы менеджмента

Агент изменений: Дизайн-мышление

Представитель сотрудников: Процесс организационного обучения

Стратегический бизнес-партнер: Analysing financial statements

Связующее звено: Written communications

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