Being as a Human Resource Strategic Business Partner
Register for this event
- DateMon 01 March 2021
- Time10:00 AM - 11:00 AM
- VenueOnline event
- LocationOnline event Fremont National 9453
- Ticket$$110 per person
- Table$Price for a table per table (seats Normally between 8-12)
The role of the HR business partner is more important than ever, now that there are more demands on HR to add value. And more leaders are realizing that by making better use of their employees, they can better achieve the profitability goals of the business.
In addition, more of the transactional HR work is being outsourced, so HR is not only able to focus more on the strategic side of the business, but is also being asked to make a strategic contribution and develop people strategies that clearly add value to bottom-line results. This is the role of the human resources business partner.
A strategic HR business partner works closely with other business leaders influencing strategy, steering its implementation, and making the best use of the organization's people. The HR business partnerrole is more of a consultative role. Human resource business partners have clients within the organization to whom they provide services and build relationships focused on the vision and objectives of the organization with much less focus on compliance and administration.
Why you should Attend
Research shows considerable agreement between business leaders and HR professionals as to the preferred vision for HR:
Business leaders want HR to be making visible, meaningful contributions to the business strategy
HR professionals want to be managing the organization's HR processes so that they have a significant impact on the success of their organizations
Unfortunately however, there are many HR departments that are seen as processing transactions vs. turning their internal customers' strategies into the HR department's priorities in order to deliver desired outcomes
Today's HR business partners need to be:
Internal customer focused - knowledgeable of their customers' expectations and needs
Strategic - offering services aligned with their customer's expectations and the business strategy
Change-oriented - continuously improving those HR services for their customers' benefit
and technically competent
Making the significant transition from the traditional to the strategic HR role is best accomplished by adhering to an HR Internal Service Improvement Process that involves:
Identifying HR's primary customer(s)
Seeking customer feedback utilizing a SWOT analysis, Internal Customer Report Card, Service Level Agreements and/or I/P Matrix
Sharing that customer feedback with the employees in the department
Creating a strategic service improvement plan based on that customer feedback
Developing standards of performance for key HR Moments of Truth & processes
Recognizing and rewarding customer-oriented behaviour from HR department employees
and keeping the HR Internal Service Improvement Process 'alive'
Areas Covered in the Session
Utilizing a Strategic Frame of Reference to Develop an HR Strategic Plan Supporting Your Organization's Business Plan
Strategic Business Partner vs. Traditional Role of HR
Developing Your HR Frame of Reference
Drafting Your HR Department's Mission Statement
The Challenges and Significance of the Internal Service Provided by You and Your Department
What is Value to Your Internal Customers?
The Challenges of Delivering HR Services vs. Producing Products
What is Value and How can We Deliver Greater Value to Our Internal Customers?
The differences between manufacturing and service providing jobs like HR?
Creating a ‘SWOT' for Your HR Department
Closing Any HR Service Gaps: a Process to Cause Your Internal Customers to Feel That They are Receiving What They Need & Expect
Understanding Your Customers' Expectations
How Do Your Internal Customers See You? An Internal Customer Report Card
The Gaps Model of Service Delivery
Creating Standards of Performance
Performing to Your Standards of Performance
Avoiding False Expectations
Questions Upon Which to Build Your Service Improvement Plan
Improving HR's Service through an Importance/Performance Matrix
The Aspects of Your HR Service Most Important to and Valued by Your Internal Customers
Quality The Most Important Dimensions of HR Service
A Model for Strategic Leadership
Drafting Your HR Department's Vision Statement
Aligning Your HR Processes with Your Organization's Business Plan
Organizational Success Factors - with Samples
Employee Competencies - with Samples
Utilizing Talent Management Practices
Utilizing Your HR Processes to Enhance Employees' Competencies
Effectively Carrying Out Your Daily Role as a Coach and Counsellor - to Your HR Team, Managers and Employees
When and How to Coach?
When and How to Counsel?
Common Coaching and Counseling Opportunities
Crafting Your Frame of Reference
Who Will Benefit
HR Professionals New to the Field - seeking a comprehensive view of the subject with multiple initiatives and techniques they can apply immediately
Experienced HR Professionals - Seeking a Refresher
Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines
Implementing Strategic HR Initiatives: Executive Search, Conducting HR Department Audits, Enhancing Recruiting, Interviewing & Selection Processes, Installing Performance Management Programs, Conducting Training Needs Assessments, Installing HR Metrics, etc. Maximizing Leadership Effectiveness: Facilitating Team Building Initiatives, Designing and Facilitating 360 Performance Assessments, Executive Coaching, Measuring and Enhancing Employee Engagement and Performance, etc.
Strategic Planning: Facilitating Strategic Planning Events, Establishing Succession Plans, Installing Business Performance Metrics, etc. Enhancing Customer Loyalty: Conducting Customer Satisfaction Surveys, Facilitating Customer Advisory Councils, Developing Standards of Performance and Scripts for Key Customer Touch Points, etc. The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe and the Middle East. Pete has worked closely with the leadership teams of organizations such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac to
Align corporate organizational structures with their strategic initiatives - while insuring value creation for their customer bases Ascertain customers’ primary needs and perceptions of organizations’ performance relative to that of their competitors Develop and implement customer loyalty enhancement processes - based on specific customer feedback - that delivered sustainable advantages in the marketplace
Implement performance management programs, executive coaching, compensation systems and other HR processes to strategically direct and reward desired employee behavior Prior to founding his own firm 25 years ago, Pete had 15 years of experience -at the plant, divisional and corporate levels - in Human Resource and Quality functions. Pete held leadership positions - to include the V.P. of Human Resources and Quality - with Allied Signal, Imperial Chemical Industries, Reynolds Metals, Charter Medical and Access Integrated Networks.
Pete also frequently develops and facilitates a variety of leadership development programs including: Strategic Planning, Moving from an Operational Manager to a Strategic Leader, Strategic HR Management, The Fundamentals of Human Resource Management, Recruiting, Interviewing & Selection, Employment Law and Utilizing HR Metrics. Employees from over 3,000 organizations have benefited from Pete’s experience and perspective. Pete is co-author of Leading Your Organization to the Next Level: the Core Disciplines of Sustained Profitable Growth.
Pete holds a B.A. degree in Psychology from Emory and Henry College and Masters degrees in both Business Administration and Industrial Psychology from Virginia Commonwealth University