HR BUSINESS PARTNER MODULE Final version

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HR MODERN COMPETENCY MODEL
HR MODERN COMPETENCY MODEL
Presented by Nguyen Cong Thuy
3/15/2013 HRBP 1
3/15/2013 HRBP 2
Agenda
Agenda
1. HR Evolution Overview
1. HR Evolution Overview
2. HR In New Context Today
2. HR In New Context Today
3. HR Business Partner (HRBP)
3. HR Business Partner (HRBP)
4. Case Study & Group Presentation
4. Case Study & Group Presentation
3/15/2013 HRBP 3
5. Discussion & Lessons Learned
5. Discussion & Lessons Learned
3/15/2013 HRBP 4
1. HR Evolution Overview-HR Journey
1. HR Evolution Overview-HR Journey
Welfare
Officer
Welfare
Officer
Labor

Manager
Labor
Manager
Personnel
Management
Personnel
Management
HR
Management
HR
Management
Strategic
HR
Strategic
HR
2
nd
Industrial Revolution
World Wars Globalization
1914-1939
1890-1913
1945-1979 1980-1990 2000 till now
•
Admin focus
•
Compliance traditional mindset
•
Limited scope of activity
•
Specialized functions

•
Admin focus with enlarged
scope of activity
•
Support function
•
More proactive
•
Business Partner
•
Focus on value-added
activities
•
Proactive
•
Multidisciplinary
•
Multi-faced roles
3/15/2013 HRBP 5
1. HR Evolution Overview-Work Nature
1. HR Evolution Overview-Work Nature
HR Director
Bu 1 HR manager
HR greneralist
HR admin
BU 2 HR
mannager
HR generalis
HR admin
BU 3 HR

HR generalist
HR admin
BU 4 HR manager
HR generalist
HR admin
HR specialist
HR specialist
HR admin
3/15/2013 HRBP 6
1. HR Evolution Overview-Traditional Function
1. HR Evolution Overview-Traditional Function
2. HR In New Context Today
2. HR In New Context Today
3/15/2013 HRBP 7
6. Technical change
7. Marketing change
5. Legislative Changes
4. Societal Changes
3. Personal Changes
2. Job Changes
1. Organizational Change
The Changing Role of HR
The Changing Role of HR
3/15/2013 HRBP 8
“You can take my factories, burn up my buildings, but give me my people, and I will
bring my business again.”
-henry ford-
“You can take my factories, burn up my buildings, but give me my people, and I will
bring my business again.”
-henry ford-

HR is more important than ever, people are the only sustainable source of competitive
advantage.
Watson Wyatt Study
3/15/2013 HRBP 9
What CEOs really want from HR
What CEOs really want from HR
CEOs want HR to address strategic issues involving the competitiveness and performance of the firm More than the role of protector and
administrator.
CEOs want HR to address strategic issues involving the competitiveness and performance of the firm More than the role of protector and
administrator.
3/15/2013 HRBP 10
A survey of 500 HR Directors across EU, Middle East, and ASIA,
found that only 15% of activities carried out by HR Dept. are related
to “pure strategic interventions”.
Strategic
60%
Transactional/
operational
40%
The Shift in the Balance of HR Roles
The Shift in the Balance of HR Roles
3/15/2013 HRBP 11
HR needs to realign its service delivery model to add more strategic value to the organization
3. HR BUSINESS PARTNER
3. HR BUSINESS PARTNER
3/15/2013 HRBP 12
3/15/2013 HRBP 13
Differences between
Differences between
3/15/2013 HRBP 14

HRBP model
HRBP model
HR Director
BU 1 Director
HR center of
excellence
HR Shared
services
BU 1 HRBP
BU 2 HRBP BU 3 HRBP BU 4 HRBP
BU 4 Director
BU 3 Director
BU 2 Director
The HR – Based organization structure
3/15/2013 HRBP 15
HR Roles Model
HR Roles Model
3/15/2013 HRBP 16
HR Roles Model
HR Roles Model
3/15/2013 HRBP 17
HR Roles Model
HR Roles Model
3/15/2013 HRBP 18
HR AS STRATEGIC PARTNER
HR AS STRATEGIC PARTNER
•
Participates in designing & defining orgaization’s strategies
•
Contributes on aligning HR strategies & practies with business strategy → translate

business strategy into HR priorities
•
Strategically manage people & infrastructure to support the execution of strategies &
the creation of value
 Strategically manages workforce development
3/15/2013 HRBP 19
HR AS STRATEGIC PARTNER
HR AS STRATEGIC PARTNER
HR as strategic partner chould be able to:
HR as strategic partner chould be able to:
Strategic partner core competencies
Strategic partner core competencies
Personal credibility
Personal credibility
Business mastery
Business mastery
HR Mastery
HR Mastery

Facilitate strategy development for business teams by
using different techniques

Plan and facilitate strategy development to the whole
organization

Align the organization strategy with the business
strategy to ensure it will be delivered

Redesign the organization to support strategy


Facilitate strategy development for business teams by
using different techniques

Plan and facilitate strategy development to the whole
organization

Align the organization strategy with the business
strategy to ensure it will be delivered

Redesign the organization to support strategy
Example: Recruitment
Example: Recruitment
3/15/2013 HRBP 20
HR AS STRATEGIC PARTNER
HR AS STRATEGIC PARTNER
Becoming A Strategic Business Partner
Knowledge
Requirements
Delivering capabilities that make a real
difference
Staying focused on issues that
matter to the business

Bring strong technical expertise to
the table and an understanding of
your company and its strategy.

Development new skills as
needed. Understand the data, the
financials, the market, etc.


Provide organizational capabilities
as required by the business
objectives:

People

Strategy

Culture

What are the issues that matter?

What’s keeping business leaders
up at night?

What’s the “elephant on the table”
regarding the future?

What divers the bottom line?

Focus on environment?
Mindset
Capacity
HR AS CHANGE AGENT
HR AS CHANGE AGENT
3/15/2013 HRBP 21
•
Provoke the positive changes in the organization so it can stay competitive
•

Build organization’s capacity to embrace and capitalize on change
HR as
Change
Agent
Champion/ sponsor/
catalyst
demonstrator
designerfacilitator
Deliverable/outcome: Creating a renewed organization
HR AS CHANGE AGENT
HR AS CHANGE AGENT

Model the change

Communicate about the change

Engage others to participate

Help others to break from the past

Create a supporting environment
3/15/2013 HRBP 22
The Roles of Change Agent
Communication
Communication
Performance
Learning
Organization
Before change
preparing for change

Before change
preparing for change
During change
managing Change
During change
managing Change
Post – Change
Reinforcing Change
Post – Change
Reinforcing Change
HR AS CHANGE AGENT
HR AS CHANGE AGENT
3/15/2013 HRBP 23
•
Serves ax a catalyst for change
•
Helps the organization build a capacity for
change
•
Plan change process with sponsors
•
Ensure project team has necessary skills,
training
•
Coach sponsor
•
Lead by example by doing it first within
the HR function
•
Serves ax a catalyst for change

•
Helps the organization build a capacity for
change
•
Plan change process with sponsors
•
Ensure project team has necessary skills,
training
•
Coach sponsor
•
Lead by example by doing it first within
the HR function
•
Facilitate the discussions about the change and its
content with all stakeholders
•
Coach leaders through the change
•
Acts as a coach/mentor to employees to help them
understand change ax it affects their liver
•
Emphasize “what is in it” for the individuals and
address concert
•
Strike a balance between the business and
employees
•
Communicate, communicate, communicate
•

Facilitate the discussions about the change and its
content with all stakeholders
•
Coach leaders through the change
•
Acts as a coach/mentor to employees to help them
understand change ax it affects their liver
•
Emphasize “what is in it” for the individuals and
address concert
•
Strike a balance between the business and
employees
•
Communicate, communicate, communicate
•
Help employees to break from the past
& adapt a new culture
•
Sustain the momentum
•
Internalization of new behavior/ way
•
Recognize & celebrate success
•
Build on the change
•
Help employees to break from the past
& adapt a new culture
•

Sustain the momentum
•
Internalization of new behavior/ way
•
Recognize & celebrate success
•
Build on the change
HR AS CHANGE AGENT
HR AS CHANGE AGENT
3/15/2013 HRBP 24
The Change Process
Unfreeze Mobilize Realize Reinforce Sustain
HR AS CHANGE AGENT
HR AS CHANGE AGENT
3/15/2013 HRBP 25
T h e C h a n g e M a n a g e m e n t T o o l s
The change to be managed and the HR Professionals have to be skilled in the change management process.
The change to be managed and the HR Professionals have to be skilled in the change management process.
phase
phase
Content
Content
Outcomes
Outcomes
Set the direction
Create the desire &
confidence
Set the direction
Create the desire &
confidence

Make early changes
& build confidence
Make early changes
& build confidence
Secure widespread
in behavior
Secure widespread
in behavior
Underpin changes with
in structure & people
processes
Underpin changes with
in structure & people
processes
Strive for continuous
Performance
improvement
Strive for continuous
Performance
improvement
Break with the
past
Break with the
past
Build the
energy
Build the
energy
Performance lift
- off

Performance lift
- off
Embed new
culture
Embed new
culture
Push the limits
Push the limits