Business Partnering UK

Business Partnering raises high expectations of Human Resource Professionals and realising cost savings and delivering basic, transactional services effectively is much easier than acting as catalysts for change, facilitators of change, and designers of systems for change as described by Dave Ulrich.

Moving to this new way of working requires the three stakeholders groups, i.e. senior line management, Human Resource leaders and the HR professionals, to share a common view of the operational translation of business partnering. Of course, it also requires the Business Partners themselves to have the appropriate competencies and relationships with senior line managers to succeed.

Charting a route through transition can be difficult and involves:

1. Understanding and managing the expectations of these three stakeholder groups
   
2. Clarifying the Business Partner role and distilling it into simple competency statements
   
3. Identifying development needs of Business Partners and building their commitment to change
   
4. Providing practical learning programmes that build Business Partner ability and confidence to fulfil stakeholder expectations and ensuring this learning is transferred onto 'the job'
   
5. Sustaining a dialogue between Business Partners and line managers on the meaning of 'added value'
   
6. HR leaders developing a management style and using a management process that both supports and drives the transition

Our experience of working with Business Partners in some of the UK's largest companies has given us an intimate understanding of the few, key issues that, if addressed effectively, will quickly deliver the returns expected in the business case. We have developed this experience into a template for transition that provides you with a short cut to successful business partnering.

 business partnering programme

Shared Services

1. Dave Ulrich
   Dave Ulrich is the author of the book Human Resource Champions. It demonstrates how Human Resource business partners and line managers can collaborate to create an organisation that has the capacity to learn, is capable of change, and delivers improved performance.
2. Human Resources
   Human resources is described by Dave Ulrich as four key roles. Management of strategic human resources, management of firm infrastructure, management of employee contribution and management of transformation and change. It is within this last role that business partners have a significant role to play.
3. Business Partners
   Business Partners are Human Resource professionals who 'face into' the business. These professionals use 'best practice' Human Resource techniques and methods to support business managers on issues such as organisation change and improving business performance.
4. Business Partnering
   Business Partnering is building powerful strategic relationships with business managers in order assist in the improvement of performance and 'add value'. Becoming a partner in the delivery of business performance.
   

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