Program Objectives:

This course will enable you to:

State the evolution of business partnering and how it has been applied since inception

Analyse past, present and emerging models of business partnering

Describe the context of your organisation

Explain different models of organisations and how business partners add value

Analyse and explain the difference between strategic context and operational context

State the value of analytics in the work of people professionals

Demonstrate the benefit of financial acumen in the role of business partners

Identify organisational needs and use this insight to develop action plans

Describe the importance of measuring the performance of the people function as well as performance of the organisation

Describe how to build influence in your organisation.

 

Program Outline:

Day One:

The fundamental HR business partner model (Ulrich model)

Definition of HR business partner

The fundamental Ulrich model: four roles to play

Strategic partner

Administrative expert

Employee champion

Change agent

Application of the Ulrich model: four jobs for an HR business partner

Strategic partner

Operations manager

Emergency responder

Employee mediator

 

Day Two:

Skills and competencies for HR business partners – part one

Data judgment

Business acumen

Knowledge of business strategy, market challenges and customer needs

Focus on the organization’s financials

Leading vs. lagging indicators

Demonstrating strong business analytics

Talent management acumen

Workforce planning

Succession planning

Talent acquisition

Talent retention

Day Three:

Strategic partner

Understanding how HRBPs can support the business

Understanding the talent needs of the business

Adjusting HR strategies to respond to changing business needs

Identifying talent issues before they impact the business

Identifying and implementing critical HR metrics

SMART HR KPIs

Aligning HR KPIs with organizational KPIs

Use of HR KPIs in measuring the impact of HR initiatives that contribute to the bottom line.

Day Four:

Skills and competencies for HR business partners – part two

Operations manager

Mastering HR theory and adapting it to unique situations

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

Day Five:

Employee mediator

Managing conflict between employees

Managing competing personalities in the organization

Managing conflict between managers

Responding to organizational changes

Resolving problems in the execution of business plans

Emergency responder

Quickly responding to line manager questions

Quickly responding to complaints

Responding to manager’s needs

Responding to employee’s needs

Preparing for different situations