Human Resource Business Partner

There are tons of roles, all with the title of HR Business Partner, underpinned by different job profiles. As a matter of fact, there is a clear variation in terms of role accountability and expectations. This course aims at providing attendees with a clear understanding of what is exactly meant by HR business partnership based on best practices in the field of modern HR management.

By the end of the course, participants will be able to:

• Describe the full implications of the modern role of in HR in becoming the ‘architect of the talent machine’
• Recognize how the role of HR business partner can add value to the organization and contribute to the achievement of planned objectives
• Identify that the role of HR business partner is actually made up of four jobs, not just one
• Apply the various roles and responsibilities associated with the role of HR business partner
• Develop and demonstrate the fundamental competencies required for an effective HR business partner performance

• HR professionals and line or business managers.
• HR generalists or HR specialists seeking to gain further practical skills and up-to-date insights in all of the key domains of HR
• Individuals currently working in HR who lack a formal academic qualification in business or HR
• Individuals considering transitioning into an HR managerial role

• Definition of HR: get, keep, grow
• Overview of traditional HR functions
• HR now and then
• Competency based HR
• The new HR: from service provider to ‘architect of the talent machine’
• HR modern day definition: business results, not just HR results
• Anatomy of the HR challenge
• HR management risk
• The corporate talent system
• The fundamental HR business partner model
• HR business partner
• Strategic partner
• Administrative expert
• Employee champion
• Emergency responder
• Employee mediator
• Impact on the business of the different jobs of the HR business partner.
• Skills and competencies for HR business partners
• Business acumen
• Focus on organization’s financials
• Demonstrating strong business analytics
• Workforce planning
• Succession planning
• Identifying talent issues before they impact the business
• Identifying and implementing critical HR metrics
• Aligning HR KPIs with organizational KPIs
• Use of HR KPIs in measuring the impact of HR initiatives that contribute to the bottom line.
• Flawless implementation of HR policies, procedures and systems
• Communicating organizational culture to employees
• Assessing employee attitudes
• Tracking trends in employee behavior
• Communicating policies and procedures to employees
• Keeping the line manager updated on HR initiatives
• Managing conflict between managers
• Responding to organizational changes
• Resolving problems in the execution of business plans

• Presentation & Slides
• Audio Visual Aids
• Interactive Discussion
• Participatory Exercise
• Action Learning
• Class Activities
• Case Studies
• Workshops
• Simulation