The Basics Of Human Resource Business Partnering

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The Basics Of Human Resource Business Partnering

Human Resource business partnering is a procedure through which HR experts work diligently with business leaders and/or line managers to attain common organisational goals.

In precise, it is about designing and implementing HR systems and processes that supports strategic business objectives. This process may comprises of the recognized designation of ‘HR business partners’ that are human resource specialists and are entrenched within the business, sometimes as part of a wider process of restructuring of the HR function.

However, it is essential to note that many wavering explanations of HR business partnering exist and, where HR business partners performs, there are wide disparities among their roles.

The basic concept related to HR business partnering came in during the 90s when Dave Ulrich developed theories for human resource deliveries. He represented the three-legged model for HR which is perceived by many commentators as a roof build on three pillars.

These pillars are human resource business partners, human resource centre of excellence and human resource shared service. Though at present there is a debate going on that how his theories should be interpreted and practised.

Further description of the three-legged model is given as: HR Business Partners: In some organizations also called as strategic partners. They are the senior and key professional from human resource who works in line with the business leaders of the organization. These experts plan, communicate and implement the strategy.

HR Centre of Excellence: The teams are small in this area whereas, the expertise of the team in combine gives leading-edge solutions to the problems. Through human resource innovation the teams delivers competitive advantages in the areas of reward, engagement, learning and talent management.

HR Shared Services: This is relatively a large unit in the organization. They manage the transactional services across the entire organization such as recruiting, payroll queries, and leave monitoring, counselling in short managing employee relations. Their key responsibility is to provide low-cost effective administration.

The key drivers of change are three, firstly rising expectations towards human resource is to contribute in strategy building, execution of plans and delivery of benefits. Second aspect is the accelerating competition and to cater to that organizations expect employees to be creative, flexible, skilled, motivated and committed hence the business can grow at a fa st pace. Finally, cost efficiency is the last aspect. Where shared services are seen working effectively to achieve savings.

In general, this three-legged model might replace the integrated human resource teams from administration to strategy development.

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http://www.researchomatic.com/The-Business-Partnering-Model-And-Its-Impact-On-BothThe-Hr-Function-And-Hr-Practice-128229.html