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How to Develop the Best HR Business Partner Structure

How to Develop the Best HR Business Partner Structure

Recently, companies are delving into the HR business partnership fad, but what does it really mean and what significance does it really hold for your company’s business? Though many think and justify that it’s still part of their company’s HR, the answer lies mainly on the general tasks or roles.

There are different types of roles and positions within HR, each overseeing a set of tasks and responsibilities that only they can perform and accomplish. HR coordinators, specialists, and managers oversee the administrative tasks, benefits, payroll, policies, and compliance. The HR director oversees teams of HRs and coordinates policies with the executive management.

The HR business partner, on the other hand, is a consultant who is tasked to help out in the company’s decision-making process by providing factual insights on how a business can be aligned with the company’s staff-centered policies. HR business partners do not partake in administrative roles, but they enforce policies and relay executive decisions down to and across HR teams.

HR business partnering has become popular because it is capable of producing value-adding results to companies. However, in order to make the business partnership work, the executive management must be able to determine, identify, and communicate what exactly are the goals they would like to meet through the HR business partner’s help. The HR partner should know exactly what they must work on so they can formulate specific solutions for each goal. The business partnership must have a structure that will guide their collaborative decision-making process.

Here are some useful tips on how to develop the best structure for your company’s HR business partnering:

  1. Before implementing a business partnership model, both the management and HR should be involved in deciding which approach is best for all the people involved. This is because a structure that fits both the management and HR is more likely to succeed than a structure that is imposed by the management to the HR.
  2. The management must be specific on what they need from the HR to help support a business goal. The HR tasks involved in a goal must be determined and clearly communicated so that the corresponding orders can be properly enforced among all members of the involved HR team.
  3. An evaluation or review on how well the HR is performing to support and conform to the business goals must be done periodically. This is important so that the management and HR can accurately determine the points where there are flaws and formulate solutions to change and improve on those areas.
  4. Senior managers should be involved in driving or enforcing changes. HR is not the only team that should be involved because the changes are implemented across the organization.
  5. The impact of the changes on line managers should be evaluated to determine any resistance. Any policy change or enforced compliance may not meet success if the line managers who directly work with and command the affected departments and teams are not able or willing to change for compliance.
  6. The roles within the HR and the management should be clearly defined. It is important to ensure that all the involved members know what their responsibilities are and must be able to accomplish them. The HR business partner should drive the compliance to this by coordinating with the HR members and the line managers.
  7. An evaluation of how well the different roles work together should be performed in order to determine improvement opportunities. In order for changes to successfully take place, the roles of the different involved members must be seen as collaborative and supportive, not opposite or abrasive. Also, the key to this is to ensure that each role is performed by the right people to maximize efficiency.

Success does not happen overnight. The best HR business partnering structure for your company is one that has been adjusted and recalibrated many times to suit the involved teams and members. After all, an effective HR business partner should be able to help you see the changes through to target and achieve your new goals.

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Jon is fond of reading, writing & meeting people. He loves writing about Employment Lawyers Edinburgh. In a former life, Jon worked as a content specialist and has good knowledge about employment policies & law.

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