HRBP Manual

HRBP Manual

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Table of Content

S.N Topic P.N

1 Introduction 3
2 HRBP in Practice 4

3 Role of HRBP 5-7

4 Functions of HRBP 8-11
5 Competencies of HRBP 12-13
6 Skills of HRBP 14-16
7 Dimensions 17-19
8 HRBP in HR Analytics 20-24
9 Difference between HR manager and HRBP 25-26

10 Trends 27-30
11 Annexure 31-37

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Introduction
HR business partner position is critically important in a company. Effective talent
practices that drive true value is vital. In Leading organizations BHR plays an
important role in determining on strengthening organization’s talent management
capabilities and formulate a HR function operating as a true strategic partner and
value driver for the business. Helps clients transform the way they think about
talent, brings a value-driven, strategic mind-set to talent decisions, and prepares
organizations for success.

In past time, McKinsey surveyed CEOs, who have emphasized on the importance
of talent strategy in their organizations. In recent survey it is found the change.
Effectivity of talent practices that drive true value in the organization remain vital,
yet it is challenging for HR to deliver this very need.

BHR’s primarily focuses on areas where HR can make positive impact. Normally
HR’s merely work in attracting, retaining and developing human capital. Current
partnership with Sales presents new and unique challenges. With new practices and
an accelerated decision timeline dictates the new change.

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HRBP in Practice
To be Effective HR business partnering in practice, merely depends on its
implementation and in its form. A HR business partnering involves a wider
approach with several broader functions and characteristics:
 Proactive Strategic Approach: HR practitioners should always be
proactively involved in working within the concept of, and shaping, the overall
business strategy. It’s about setting the objective, act in response to challenges,
and consistently adding value to overall organization.
 Being Cost Effective: Cost-effectiveness has always pose a challenge for
the HR function. However, by adopting a strategic approach it has become
possible to positively contribute by demonstrating cost-effectiveness through
excellent solutions and positive contributions. This leads to enhance the
credibility of HR as a by-product.
 Relationship-Based: The success of HR business partnering mostly relies
on the positive and productive relationships formed and thereby the
collaboration becomes possible. Hence, HR becomes the driver of an
immensely well-networked organization.
 Initiative and Solution Focused: HRBP’s work holistically for
transforming strategy into action, In addition to the daily functions of HR
department.

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Role of HR business partner

“Wilson, who as an HR executive has implemented HR business partner functions
in at Amcor and ANZ Bank, says an effective HR business partner should have
three attributes.

Firstly, they need the core HR skills, including leadership, development,

succession planning, remuneration, performance, employee relations, the law
governing people in the workplace, and health and Safety.
Secondly, they need to be very good communicators and assessors. They are the
voice of the boss to the workers and so need to be able to get that message out and
also to assess its reception. “They need to be able to monitor the way the message
from the boss is being received, what other issues people are concerned about, and
feeding that back to the boss to either vary or amend the communication or do
something differently,” Wilson says.

Finally, they need an understanding of business and perhaps a business

qualification, such as an MBA. Wilson says it is less common for the HR function
to be automatically given an annual budget allocation. Instead, HR groups need to
contest for the resources they have available to them. They have to be able to
develop business cases for what they intend to do and demonstrate the benefit in
an analytical fashion.”

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Recently lot of companies are employing HRBP for better alignment of human
resources with the needs of the business. They work in close association with
senior managers for developing HR agenda that is in line with the overall aims
of the organization. Often they also work in the individual business units rather
only being involved with the group HR function.

There is a paradigm shift of HR business partner in HR functions over the time,

shift from a remote centralized department with different and new approach of
the role of BHR to put in place the policies and practices of the people of the
organization that are aligned with the operational needs of the business. 

 HRBP being the sales person of Human Resources, it represents HR at the

internal clients, works with them, sells HR solutions and bring requirements
back.
 HRBP being in highly complex role is majorly involved in strategically sharing
goals and objectives of Human Resources and internal client.
 HRBP leads in all HR processes for the internal clients as talent acquisition is
done on time, performance management is smoothly running, Succession plans
are developed and top talents are identified.
 HRBP proactively do the collection of various requirements and identifies
issues prevailing. Mostly involved in designing a plan with the internal client
and ask for the help from HR COE’s.
 HRBP collaborates existing HR solutions and requests required adjustments
from HR Centre of Excellence.
 For universally applicability of the solution in the entire company, HRBP leads
projects for the internal client and also involves employees from HR CoE’s.

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 HRBP with power of decision making, which is delegated from the HR

management team.
 HRBP should also be efficient at the job of talent acquisition of
workers who are aligned to their business unit’s need.

One advantage of the HR business partner is that people in the business

have one point of contact who knows their part of the business very well.
Business units don’t want an HR person who will recite the group’s HR
policy back to them. Instead they want an HR business partner who will
work with them on solving problems and solutions.

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Functions of HRBP
HRBP have lot of strategic functions to be performed in the area of Human
Resources. These functions require proper skills to be able to its successful
implementation and organizational profit as a whole. The core competencies
required to exhibit the functions of HRBP are Legal Ethics, Problem Solving,
Communication and Interpersonal Communication, Service Focus, Decision
Making, Business Tool Skills (ATS, Job Portals, Social media, Excel, SAP).
Following are the various functions of HRBP with the required skills:

 First Line of Contact: HRBP act as the first line of contact in Human
Resources for any employee relations issues involving employees between
entry level and executive manager. The skills required are Legal
compliance, Critical thinking, Integrity, Negotiation skills, empathic
concern
 Coaching: Support, develop and coach people, managers to manage
employee relations issues using Company policies, procedures and best
practice, ideally resolving issues where possibly it should be done
informally. HRBP to be equipped with the skills of Coaching and
mentoring.

 Career Management: Manage all internal promotions career level in

consultation with the relevant Senior HRBP to ensure reflection of
competence, diversity. Performance Management (designing and
execution), Empathic concern are the required skills to perform this
function.

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 Succession Planning: Designing succession plans for key talents and key
job positions. The skill required for facilitating succession planning are
Forecasting, Planning, system thinking, design thinking.

 Implement Change: Actively identifies gaps, proposes and implement

changes necessary to cover risks. HRBP should be competent in gap
analysis, critical thinking, risk management.

 Team Management: Facilitates the management team to bring best

solutions for employees. The skills required are designing feedback
systems, empathic concern, ability to conduct town hall meetings.

 Change Management: Support the Senior HRBP's change programs

ensuring that they provide a value adding service in all initiatives. change
agent, Organization agility, Team Management, Adaptability,
Prioritization are the basic skills required.

 Rewards & Recognition: Ensure timely Implementation of rewards &

recognition plan. For exhibiting this HRBP need to have Time
management, Planning and executing R & R events.

 Performance Management: Acts as the performance improvement driver

and provokes positive changes in the people management. Required skills

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are Motivational speaker, philosophical thinking, Leadership,

Adaptability.

 Deliver HR processes: Proactively supports the delivery of HR Processes at

the client's side. Interpersonal skills, Co-ordination, analyzing business
requirements are the required skills.

 Cross functionality: Manages HR Projects cross-functionally. For which

HRBP need to competent with Co-ordination, Interpersonal skills,
Organization agility, Delegation, global exposure.

 HR policies and practices: To promote the use of HR systems policies and

processes, challenging appropriately as necessary. Required skills are Legal
compliance, Problem solving, decision making, empathic concern, ability
to develop feedback systems.

 Exit Process: HRBP manage exit processes for staff, carrying out exit
interviews etc. In short all the exit formalities required to be performed for
effective exit. Empathic concern, Integrity, analyzing exit interviews,
recommendation from exit interview are the required competencies.

 Internal and External communication: Drive internal and

external HR Communication for fulfilling the requirements for this to
accomplish the HRBP should possess spokesperson skill.

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 Events and Activities: Drive events and activities aimed at developing an

employee friendly culture thereby increasing employee motivation and
employee engagement. Required competencies are Planning, Organizing,
Creativity, Approachability, Team Building, negotiation skills.

 Strategic: The major function is developing strategic plans for various HR

activities. Skills required are Co-ordination, system thinking, design
thinking, conducting primary research.

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Competencies required for HR Business

Partner
With unprecedented changing organization’s with added enormous levels of
complexities, resulting in ever changing the role of HR. In order to meet the
dynamic needs, HR function always align themselves with the business or simply
adopts various measures to be a true business partner.

There have been many numerous arguments of HR being a support function with
no inclination of becoming a business partner. With change in view, HR can
become a true business partner and there are certain skills and competencies
required for the holding this position. These competencies do not involve regular
competencies to handle daily basis activities rather, these competencies positions
HR as true business partner.

HR business partner professionals work closely with senior leaders of an

organization with an HR agenda that supports the overall goals of the organization.

Competencies required for HR Business Partner:

 Self-belief: Having belief in themselves of being HR can make a difference

in the business.
 Business Acumen: Business acumen is having quickness and keenness in
understanding the business situation and dealing with it in a way that will
lead to a profitable outcome.HR need complete knowledge and
understanding of various aspects of business with respect to financial,
accounting, marketing and operational functions of an organization.

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 Problem Solving Skills: Problem solving skills is the process of finding

solutions to complex or difficult situations.
 Strategic Partner: HR contribute for the development and also
accomplishment of organization wide business objectives and plan.
 Trusted Advisor: HR exhibit advisory role on various organizational
aspects with respect to people.
 Flexibility: This competency is of utmost importance. HR has to be adapt
themselves with the business requirement.

Skills HRBP Should Have

An HR business partner is mostly involved in providing strategic input with human
resource perspective on the growth of the business, as HRBP works closely with
senior professionals of the organization.
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Key skills for being successful in an HR business partner are given as follows

1. Identifying External Influences

The HR perspective of fostering business growth not only include the workforce
operational aspect within the organization but it also majorly deals with handling
external opportunities and threats which will affect human capital working within.
The probable external threats may include the following

– Changes to employment legislation

– Close competitors opening New job

– Mass redundancies in the industry

2. Talent Management
‘We’re Hiring!’ – signifies as great indicator that a company is growing; but
expanding workforce effectively requires to keep keen eye on required talent and
also thrive for the ability to source and attract also great talent retention strategy
for business continuity.

3. Creating Culture in company

A strong organizational culture is of vital importance in your role as an HRBP.
The culture of the company gives direction to the organization, as it impacts
directly behavior of people which directly impacts the performance.

Various aspects to be considered for creating a great company culture:

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–Knowing and meeting the employee needs

– Executing professional development plans for increasing the skillsets also

making them feel valued

– Enhance the commitment of your people by making them feel connected with
company’s goals and values

There shouldn’t be any hesitation to push the budget for supporting the culture
building efforts, as it can draw exceptional return on investment.

4. Professional Networking
An HRBP being business partner require to do external collaborations for
company’s benefit. HR are often perceived to work in internal setup but in reality
HR needs to do healthy networking and lot of external collaboration to benefit the
business and increase the external credibility.

5. Being Approachable & Accessible

For improving the performance of the business, you have to be involved in the day
to day activities of the business. HR have to be approachable and accessible for
your people for having good level of knowledge of the company which cannot be
found on performance reports.

10 Dimensions through which BHR can impact

the business and exhibit agile HRBP Leadership

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Recruiting – With presentation of LinkedIn in proficient system has made a huge

difference. HRBP pioneers can create productive associations over online life as it
has become best enrolling channel. Model: An enrollment specialist can screen
workforce of contenders. By digging their LinkedIn profiles for new associations
of other top entertainers.

Mobile Reach – With the age getting adept in versatile use Communications must
be made to draw in cell phone clients. Portable amicable activities for Employee
commitment and enrollment are extremely fruitful. Model: "The yearly business
commitment study was organized for cell phone reaction. Representatives were
capable finished it while sitting tight in line for morning espresso. The outcome
was record high reaction rates."

Social Selling Profiles – The LinkedIn profiles of the business group of the
organization need to change from continue present online to useful asset for selling
in order to have successful correspondence of their qualities to purchasers. Model:
A BHR pioneer directed a review of salesman profiles. At that point he drove a
workshop to help improve their profiles. The outcome was an expansion in
arrangements acknowledged by possibilities.

Social Networking – Lead by model in long range interpersonal communication.

Extend associations with potential up-and-comers and expert partners. Who you
know is a higher priority than what you know. Model: A HR chief joined the
LinkedIn bunch "Linked: HR." He took an interest in exchanges that yielded
thoughts he used to take care of a turnover issue.

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Onboarding – Traditional systems of Learning and Development smother quick

new contract improvement. Sequenced and layered substance are the keys to fast
incline to profitability. Model: By changing the progression of the new contract
educational plan, agents held more information. What's more, they created deals
results sooner.

Upgrading Legacy Talent – Ensure heritage deals ability doesn't get old. Keep "A
Players" crisp and focused with social and versatile aptitudes. Model: An activity
to instruct Social Selling strengthened a tenured deals power. They found better
approaches to associate with possibilities and clients.

High Performance Teams – Utilize little groups to tackle issues while creating
ability. Fabricate a culture of joint effort and accomplishment with cross-utilitarian
task groups. Model: A cross-practical group streamlined the valuing special case
process. Agents were effectively drawn in with IT to bring the Voice of the
Customer.

Employee Engagement with Gamification – Overcome the disconnection of

telecommuters with fun and collaboration. Transform the CRM framework into a
focused field with scoreboards and prizes. Model: A business group inserted the
month to month deals barrage challenge in the CRM framework. Movement
revealed in the framework about multiplied contrasted and manual action
following.

Internal Social Communications – Join the business group on-line. Tune in,
connect with and work together with interior web based life like Salesforce.com's

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Chatter or Yammer + Microsoft Dynamics. Model: By perusing and posting

consistently in Chatter, a HR colleague manufactured believability. The outcome
was that her assessment was looked for all the more regularly by the business
group.

Thought Leadership – HR colleagues amplify an incentive to Sales when they get

patterns and best practices. Model: A BHR pioneer fabricated a notoriety for being
a specialist in Sales. He started by routinely perusing and sending on the web
articles to Sales partners.

Innovation has made everything fair for most Sales and BHR. Online networking
stages, cloud-based CRM, and visit are inescapable. Cell phones enable access to
each asset from any area. Deals pioneers are not specialists in Human Resources.
Re-molding a business power relies upon the organized endeavors of the business
head and HR colleague.

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HRBP in HR Analytics

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HR investigation is a compression of Human Resources and Analytics.

Generally, HR offices have been information opposed. HR experts got into HR

since they needed to work with individuals – not numbers. Decreasing individuals
to numbers just feels… wrong.

Actually be that as it may, HR examination isn't tied in with decreasing individuals

to numbers. It is tied in with supporting HR basic leadership – simply like
conversing with individuals, at last, settles on better staff decisions.

What's the arrangement with prescient examination?

Prescient examination is likely the most renowned piece of HR investigation.

Utilizing the correct information, a HR examiner can:

• Predict who will leave the organization

• Make a compensation estimation for new capacities – just by taking a gander

at the expected set of responsibilities

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• Predict the exhibition of new contracts

Furthermore, substantially more.

These models are on the whole energizing however it's not what investigation is
extremely about. Prescient investigation is an apparatus in the HR expert's stock.

What are different devices of the HR expert?

The HR examiner is somebody who is doing hierarchical improvement utilizing

basically information.

The examiner first needs to converse with the business to discover what the
genuine issues in the organization are. This is a counseling range of abilities.

Second, the examiner needs to converse with the representatives to truly

characterize the issue. Senior the executives can think a certain something, yet
representatives regularly have an altogether different point of view. Consolidating
these alternate points of view is significant in light of the fact that it will give hints
with respect to what the important factors are that ought to be incorporated into the
investigation.
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Third, the investigator will take a gander at the accessible information. Perhaps
every one of the information is accessible and the examiner can begin right away.
In many cases, investigators need to produce information themselves by making
polls or setting up other estimation strategies.

Subsequent to cleaning the information, the examiner can do the real measurable
examination. This can be a prescient investigation, or a more straightforward
relationship examination. There are numerous sorts of investigation and relying
upon the issue the investigator will send the one that suits the circumstance best.

After the outcomes come in, they should be displayed to the executives so as to
trigger activity. Examination without activity is called investigation loss of motion.
This is something you need to forestall.

Regularly, the outcomes show things that are difficult to clarify. At the point when
this occurs, the expert needs to return to the representatives that were broke down
so as to get a precise picture.

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For instance, the investigator finds that individuals who are redeployed in office X
are probably going to leave inside the initial a half year. Be that as it may, the
information probably won't state why. Is it on account of an undesirable culture,
the high work pressure or on the grounds that the ranking director is a harasser?
This sort of information is as a rule not estimated and the main way you can
discover is by conversing with individuals.

All in all, the HR expert is a great deal like a colleague?

The information investigator may not be truly adept at conversing with individuals
and the contact with senior administration frequently has different duties, such as
dealing with the examination division. This implies a HR investigation office
comprises of various individuals. For instance, a group of three individuals could
be:

• Data wise HRBP

• The information expert

• The examination group administrator

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To respond to the inquiry: They are very comparable

Dashboard

HR investigation is a method for working – as you may have grabbed at this point.
Dashboard is frequently part of turning out to be more information driven.

A colleague can do his/her work in two different ways.

The main way would be if the colleague goes to the supervisor and asks: "what
would i be able to assist you with today?". The chief will at that point give a
rundown of exceptionally handy activities that he wouldn't like to do himself – and
the colleague will fix them for him.

The subsequent methodology would be that the colleague does their exploration
before they go to the chief. They check the dashboard and see that this supervisor
has a high turnover and low commitment scores, especially with regards to a sound
work culture.

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The colleague would now be able to make an arrangement to fix this. At the point
when he goes to the director with this arrangement, he has something substantive
to discuss. In this discussion with the administrator, the colleague can mentor him
on how he can make a sound work culture.

Likewise, he can set targets and make a catch up with the director. The colleague
as of late read a paper about how giving compliments is extremely successful in
demonstrating gratefulness and in building a decent association with others. Thus,
the colleague gives the supervisor an objective: By the month's end, the chief will
have given 5 true compliments to every worker. Together, they practice how to do
this and will assess in their subsequent discussion one month from now.

The subsequent colleague assumes responsibility and works at a substantially more

strategic and vital level, while the first didn't do this by any stretch of the
imagination. The chief presumably loves the main colleague significantly better –
that one simply does precisely what he says! Be that as it may, the subsequent one
will have a constructive outcome on the business. At last, that is the thing that the
colleague's job is about.

HRBP in Organizational Culture and Climate

Management
Organizational culture refers to a system of shared assumptions, values, and beliefs
that show people what is appropriate and inappropriate behavior. These values
have a strong influence on employee behavior as well as organizational

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performance. An organization’s culture may be one of its strongest assets or its

biggest liability. In fact, it has been argued that organizations that have a rare and
hard-to-imitate culture enjoy a competitive advantage. In a survey conducted by
the management consulting firm Bain & Company in 2007, worldwide business
leaders identified corporate culture to be as important as corporate strategy for
business success. This comes as no surprise to leaders of successful businesses,
who are quick to attribute their company’s success to their organization’s culture.
Dimensions of Culture

Which values characterize an organization’s culture? Even though culture may not
be immediately observable, identifying a set of values that might be used to
describe an organization’s culture helps us identify, measure, and manage culture
more effectively. For this purpose, several researchers have proposed various
culture typologies. One typology that has received a lot of research attention is the
Organizational Culture Profile (OCP) where culture is represented by seven
distinct values.

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How Are Cultures Created?

Where do societies originate from? Understanding this inquiry is significant in

seeing how they can be changed. An association's way of life is formed as the
association faces outside and inner difficulties and figures out how to manage
them. At the point when the association's method for working together gives a
fruitful adjustment to ecological difficulties and guarantees achievement, those
qualities are held. These qualities and methods for working together are
instructed to new individuals as the best approach to work together. The
components that are generally significant in the making of an association's way
of life incorporate organizers' qualities, inclinations, and industry requests.

Contrast between association culture and atmosphere

Atmosphere and culture are frequently utilized conversely by school pioneers.

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Be that as it may, the writing separates these between related ideas in

significant manners. Atmosphere portrays the mutual impression of the
individuals in a gathering or association, while culture incorporates how
individuals feel about the association and the convictions, qualities, and
suppositions that give the personality and set the norms of conduct (Stolp and
Smith, 1995).

Hierarchical culture is an arrangement of shared directions that hold the unit

together and gives it a particular personality. Three image frameworks
impart the essential substance of an association's way of life: stories, symbols,
and customs.

• Stories are stories that depend on evident occasions, yet they as often as
possible consolidate certainties and fiction. Some are fantasies and some are
legends.

• Icons are physical relics that are utilized to impart culture for instance,
logos, mottoes, and trophies.

• Rituals are the fundamental functions that give substantial instances of

what is significant in the association.

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The unobtrusive contrasts among atmosphere and culture are significant for
any pioneer to get it. Successful directors adjust themselves to the atmosphere
and culture of the schools and locale to encourage a sheltered, precise
condition that is understudy focused, high performing, and grasps consistent
improvement.

HRBP in Organizational Development

Organizational development is the use of organizational resources to improve
efficiency and expand productivity. It can be used to solve problems within the
organization or as a way to analyze a process and find a more efficient way of
doing it. Implementing organizational development requires an investment of
time and money. But when you understand its importance, you can justify the
costs.

The process of organizational development identifies areas of company

operations where change is needed. Each need is analyzed, and the potential
effects are projected into a change management plan. The plan outlines the
specific ways in which the change will improve company operations, which will
be affected by the change and how it can be rolled out efficiently to employees.
Without organizational development as part of change management, a company
would have a difficult time developing effective change management programs

Growth

Organizational development is an important tool in managing and planning

corporate growth. An organizational development analysis brings together sales
projections and consumer demand to help determine the rate of company growth.
This information is used to alter the company business plan and plan the

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expansion and use of company resources such as personnel and the distribution
network to accommodate future growth.

Work Processes

When a company is involved in organizational development, it analyzes work

processes for efficiency and accuracy. Any quality control measures required to
attain company standards are put in place. Evaluators analyze duplicate process,
or processes that can be combined for greater efficiency, and develop and
implement detailed plans on how to improve company methods.

Product Innovation

Product innovation requires the analysis of several kinds of information to be

successful. Organizational development is critical to product innovation because
it can help analyze each element of product development and create a method for
using it effectively. Some of the processes that come together in organizational
development to assist in product innovation are competitive analysis, technology
development, consumer preferences, target market research, manufacturing
capabilities analysis and patents and trademarks.

Kurt Lewin and models of planned change

kurt lewin introduced to ideas about change that have been influential since
1940‟s the first idea state that what is occurring at any point in time is a resultant
in a field of opposing force. That is the status quo-whatever is happening right
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now is the result of focus pushing in opposing direction

For example, we can think of the production level of a manufacturing plant as a

resultant equilibrium point in a field of force, with some focus pushing toward a
higher level of production and some focus pushing towards lower level of
production.

Lewin second ideas was a model of the change process itself he suggests that
change is the three stage process unfreezing the old behavior the moving to a
new level of behavior and refreezing the behavior at the new level. Change
entails moving from one equilibrium point to another. Example a man who
smokes cigarettes and wants to quite. the stage model says he must first un freeze
the old behavior of smoking this is believes that can cigarettes smoking is a bad
for him and that he should stop smoking.

Refreezing the desired behavior requires establishing a new field of focus to

support the new behavior.

OD Intervention

To intervention is to enter into an ongoing system of relationship to come

between or among persons, group or object for the purpose helping them. It
comprises of a set activity, large diagnostic and problem solving activities that
ordinarily occur with the assistance of a consultant who is not a regular member
of the particular system or sub-system.

Types of Intervention

Robert Blake and jane mouton identified the following types intervention based
on the Underlying casual mechanisms

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Discrepancy intervention which calls attention to a contradiction in action or

attitudes that then leads to exploration.

Theory intervention: where behavioral science knowledge and theory are

used to explain present behavior assumption underlying the behavior.Procedural
intervention: which represents a critiquing of how something is being done to
determine whether the best methods are being used?

Relationship intervention: which focus attention on interpersonal relationship

and surfaces the issues for exploration and possible resolution?

Dilemma intervention: in which two different action plans are tested for their
consequences before a final decision on one is made.

Perspective intervention: which draws attention away from immediate action

and dements and allows a look at historical background, context, and future
objectives in order to assess whether or not the action are “still on target”?

Organization structure intervention: which calls for examination and evaluation

of structural causes for organizational ineffectiveness?

Cultural intervention: which examines traditions, precedents and practices the

fabric of the organization‟s culture in a direct focused approach?

This different kind of intervention provides a range of ways for the OD

practitioner intervene in the client system.

HRBP in Talent Management

Organizations today face impressive ability challenges. The capacity to continue

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an unfaltering inventory of basic ability is a test confronting all associations —

around the world. Among the issues affecting the "people to come" workforce is
approaching expertise deficiencies, an undeniably cross-generational and various
workforce, the requirement for information move from resigning children of post
war America, and huge administration holes. Extreme cost pressure from both
conventional and developing contenders, new markets, and all the more
requesting clients are extra components that give another desire to move quickly
to the idea of ability the executives.

The present quick paced, worldwide business condition, combined with the
regularly developing test of a quickly evolving workforce, requires a well-
arranged, thorough way to deal with ability the board. Luckily, both HR and
business pioneers perceive that ability is a basic driver of business execution. It
does not shock anyone then that ability the board rehearses are regularly refered
to as a key need. Notwithstanding, the execution of these practices is the place
organizations regularly miss the mark.

Ability the board is a mind boggling discipline, enveloping a wide exhibit of

projects and procedures. For such activities to be effective, a solid ability
technique must fill in as a steady guide, giving guidance for how the association
will procure, create, and hold workers, while continually mirroring the key
business objectives of the association. Fruitful organizations insert their ability
procedure into the general vital arranging process, incorporating singular projects
and practices to guarantee they are on the whole heading toward a similar
arrangement of goals
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What is the Difference Between HR Manager

and HR Business Partner?

Human asset tasks keep on getting increasingly refined and complex. Some portion
of that advancement includes HR pioneers assuming an increasingly vital job in the
association. As specialists in selecting, preparing and holding workers, HR experts
have become increasingly dynamic players in adjusting the human cash-flow to
business objectives at ground breaking organizations. One of the indications of this
is the rise of the HR colleague position, which changes in critical ways from the
job of the HR supervisor. The HR colleague works legitimately with specialty units
inside an association. It denotes a move from the conventional method for running
HR to a more up to date, increasingly coordinated job inside each capacity of the
business.

Essential Difference

• Once, HR was a division exclusively centered around the managerial

undertakings and consistence issues associated with the enlistment, contracting, the
executives and end of workers. While HR chiefs keep on concentrating on these
basic issues, a HR colleague has an alternate job.

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 HRBP Manual

• They are ordinarily engaged with singular units inside an association, as

opposed to simply by and large managerial obligations. They work with office
supervisors on building up an arrangement to contract the ideal individuals with
the aptitudes required explicitly for an employment opportunity here.

• By working intimately with division chiefs on a procuring methodology, a

HR colleague has a superior thought of the setting encompassing each employment
opportunity. As opposed to posting a conventional employment opportunity for a
bookkeeper, they comprehend the particular occupation obligations just as the
objectives a chief has for that position.

• Their work is legitimately identified with present and future business

achievement. They are concerned less with organization and consistence issues and
more on how a key arrangement for worker enrollment and maintenance can
improve the viability of a specialty unit.

• In short, as opposed to being a regulatory help position on worker issues, the

HR colleague is an operational and key asset position.

• It's critical to take note of that the lines between a HR director and HR
colleague can be obscured relying upon the association. Not all organizations have
unique individuals in these different jobs.
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Trends in HRBP
We experience a daily reality such that everything changes quickly. Ceaseless
development and innovation progressions make gigantic rivalry among
organizations: who will create and lead the following progressive mechanical
improvement, who will pursue, and who will vanish from the game out and out?
All organizations are managing the need to stay aware of the evolving market. The
challenge between organizations is likewise meant the individuals measurement
with the chase for top, rare abilities.

We have to anticipate, plan, and adjust all the while to the progressions around us;
ace innovation; create gifts and their potential; and permit adaptable workplaces
and terms. Hence, the HR work needs to reclassify its strategic reevaluate itself.
The job of the HRBP must change as needs be:

• Talent improvement through a lithe workplace and imaginative methods for

business

Over making an inside smooth working experience and work-life balance, HRBPs
can band together with different organizations on ability building. Envision the
"European Union of Employment," where associations proactively build up the
workforce's abilities by encouraging work involvement with different

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organizations. Representatives could do an association in another organization for

a characterized period without consummation their work in the first organization.
Envision that, rather than exceptional challenge between associations for top
ability, HRBPs lead collaboration between associations to address singular
organizations' ability advantages and improvement. Envision HR cultivating
"opportunity of business" and comprehensively dealing with the association's
abilities. Envision that, rather than losing ability to different associations, we could
empower representatives to pick up involvement with another organization and
return new, proficient, and faithful. Workers with solid personality and association
to the mother organization, individuals who relate to its way of life and trust its
pioneers, will consistently return.

• Back to nuts and bolts with a people center

Developing associations that can scale rapidly, which is required in the worldwide
condition, embrace a method of activity that depends on effectiveness,
institutionalization, and a precise methodology. This leads associations to
formalize their standard procedures and strategies and the manner in which HR
cooperates with ability. On the off chance that communication is prevalently
through HR ticket/computerization (for instance, in what capacity can HRBP
induce workers to receive organization objectives? How would we assist them with
grasping our way of life? What sort of administration do we enable them to get
from HRBP? Is it dependent on their position and level of multifaceted nature?),
HRBPs ought to get the full perceivability and inclusion in their associations,

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paying little respect to progressive structures. HRBPs should go about as good

examples of human touch and associate legitimately with individuals at all levels.

How would we do that in enormous associations? We ace innovation; we do virtual

round-table sessions; we make HRBPs progressively unmistakable and accessible;
we put time in connecting straightforwardly with individuals. How about we
reclassify solid worker contribution, duty, and energy. Workers need to feel that
they matter to HR, that the association and HRBP care, that their perspectives
matter, and that they can have an effect.

• The voice of our representatives

Forming the workplace requires opening channels to settle on the representatives'

voices heard by chiefs and permit further, progressively visit association. It's not
adequate to lead an authoritative study once per year; we have to create exchange
systems that are progressively visit and vigorous and influence Big Data to more
readily use existing information. HRBPs ought to tune in to the individuals and
include them in planning this change – for instance, utilizing models, for example,
publicly supporting, where everybody's voice is heard, considered, and impacts
basic leadership and characterizing change.

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Would expanding worker commitment and contribution be sufficient to keep our

most grounded ability in the association? As innovation keeps on developing,
what's useful for our basic workforce won't really be sufficient for our top ability.
Accordingly, HRBPs must make intends to assist win with fixing abilities. We can
make significant associations to guarantee our abilities satisfy their maximum
capacity and roll out the improvements expected to guarantee our associations are
driving, as opposed to following behind.

As the requirements of associations, individuals, and society advance, the HRBPs'

job ought to continually change. Being forward looking is tied in with making a
remarkable culture, a focused workplace, and a solid key ability procurement
program against the setting of unpredictable and quick changing plans of action.

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THE CHANGING FACE OF HR- FROM

CONTEMPRORY HR TO STRATEGIC HR

- Back during the 1930s and 40s, HR was initially developed as an

organization and hazard relief group, with a solid spotlight on
administrative consistence. In any case, the present organizations require
unquestionably more from HR. The point of the present HR pioneer is to
think and act deliberately to adjust departmental objectives to authoritative
objectives. The expanding center is around commitment technique, not
simply enrollment and preparing.

- In organizations where HR is vital, the HR division assumes a basic

job in deciding business results. A vital HR group can make a case for
expanding piece of the overall industry, developing the client base, driving
item advancement, expanding deals and helping the organization be
progressively light-footed and comprehensive development of workers.

- Strategic HR underscores on how individuals are significant for the

achievement of the business and how to adjust human asset capacities to
business system.

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- It Helps in building clear business system and achieve high efficiency.

- The first and at most worry of Strategic human asset the executives is
to concentrate on activities that recognize an association from its rivals.

- Strategic Human Resource Management uses to impact association in

different viewpoints. Like worker the executives, representative
advancement, execution estimation and objective achievement that prompts
business achievement.

- The significance of vital HR Management is on the grounds that it

establishes the pace of an associations work culture and additionally work
air in light of the fact that the presentation of the representatives is driven
by those variables at the work environment.

David Ulrich’s HR model

Davie Ulrich is the father of current HR and the executives master who has given
good thoughts for everything from organization authority to corporate
development. David Ulrich's HR Model doesn't manufacture a Human Resources
office around work first, yet rather around jobs.

THE HR MODEL

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Strategic Focus

Orgnizational design
Strategic HR planning
Performance measurement
Partner to business units
Enablement

Change
HR BP Agent

Administrative Employee
Expert Advocate
Compensation & Benefit Employee Relation
HRIS Labor Relation
Compliance Safety & workers comensation

Ulrich model spotlights on to arrange HR capacities for the associations

who takes a shot at huge scale organizations, HR capacities ought to be
sectionalized into four portions to be specific

• HR colleague

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• Change Agent

• Employee Advocate/champion

• Administrative master

The essential idea of Ulrich model is -

• To make a brought together structure that conveys esteem

• To characterize clear jobs for human asset

• To make focused edge for the organization

• To check how an organization has performed by the measurements

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Job of four fragments

1. HR Business Partner –

• The HR colleague is entrusted with speaking with supposed

"interior customers" or "inner clients." (These are simply extravagant
terms that allude to individuals straightforwardly associated with an
association, and incorporate representatives, investors, partners, banks,
and the sky is the limit from there.)

• The HR colleague is the HR purpose of-contact for these people

and is, along these lines, the channel that most inward individuals from
an association will use to speak with a Human Resources division. In
addition to other things, the HR colleague offers input to inside clients
about the nature of their experience, distinguishes top abilities inside the
association, assists load up with jobbing opportunities, shares HR
objectives with representatives to guarantee they are actualized over the

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association, and advances generally speaking profitability and

amicability in the working environment.

• The summary: you're the communicator. You coexist well with

individuals, you are great at association, and you advance profitability.

• The principle goal of colleague job is center more around

expectations (what the business requires to win) and than reachable
(what HR exercises happen)

The fundamental highlighters of the job are –

• Contributing to system dialog and basic leadership

• Providing thoughts and difficulties to the supervisory crew, in this

manner go about as an impetus for change

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• Advising top administration on individuals issue, upheld by strong

estimation and assessment

• Collaborating with different groups of HR to adjust their work to

the business and to convey steady help.

2. Change Agent:

• When an association is required to grow, develop, or generally

adjust its objectives or goals, the change specialist is the Human
Resources job that imparts those authoritative changes inside. This
individual or branch sorts out preparing openings so representatives can
gain proficiency with the new aptitudes essential for changing business
objectives or employment jobs, or changes sets of expectations to mirror
those adjusted jobs. Basically, the change operator adjusts the
association for its next phase of development or advancement.

• The once-over – You're the instructor. You assist representatives

with acclimating to change in jobs or sets of responsibilities. You are a

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significant resource with regards to training new abilities identified with

the activity.

3. Administration Expert:

This organization job inside HR is liable for various kinds of

assignments. Toward one side of the range, the organization master
pursues changes in enactment, guideline, word related wellbeing and
security rules, and different sorts of work or exchange law and enables
the association to adjust so as to remain consistent with those laws. On
the opposite finish of the range, the organization master is liable for
sorting out close to home worker data and ensuring that it is modern.
This individual uses a HRIS (Human Resources Information System) to
screen, update, and secure that data. At the end of the day, the
organization master is the nearest thing to a genuine "record the
executives" expert inside Ulrich's HR Model. By utilizing a HRIS, the
organization master is key in helping an association receive present day,
paperless arrangements for putting away data, verifying work force
records, sharing documents inside the association, and the sky is the
limit from there.

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 HRBP Manual

The overview – you're the bleeding edge, a key coordinator accountable

for overseeing everything without exception.

4. Employee Advocate/Employee Champion:

Consistently, any Human Resources division is answerable for

remaining mindful of representative interests and ensuring they are
secured. The worker advocate (otherwise called the "representative
victor") is the job accountable for checking worker confidence and
fulfillment and utilizing that data to make a constructive organization
where individuals will need to work. This individual uses overviews to
quantify representative fulfillment, spot deficiencies in organization
culture, and guarantee that chiefs are reasonable and impartial to all
workers. The worker advocate likewise drives activities to improve
resolve and representative experience, assists the change specialist with
offering preparing and proficient advancement openings, and guarantees
that current representatives have chances to go after new positions or
advancements inside the association.

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The summary – you're the investigation master who ensures everything

runs easily at each ideal level.

5. Document Management in Human Resources

While the organization master is the main job in David Ulrich's HR

Model in which report the board is referenced unequivocally, there can
be no uncertainty that archive the board is a gigantic piece of what
permits any Human Resources branch to be effective. As should be
obvious from perusing the depictions of every HR job above, Human
Resources offices are liable for a variety of obligations inside an
association.

The overview – you're the organizer who figures out how to be

compelling in report association. This is a challenging task since a
business depends on its reports, agreements, and licenses.

It's additionally significant that the additional time a worker goes

through with an organization, the bigger their HR staff record develops.

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Without a doubt, the normal staff record contains 50 pages, running

from pre-procuring reports (applications and resumes) to studies,
archives relating to proficient improvement and continuous preparing,
and significantly more.

The most ideal approach to store and verify this data isn't with a paper
recording framework, but instead with a paperless DMS. With
highlights, for example, simple organizer customization, full-content
inquiry, record encryption, job based access authorizations, report
maintenance, and secure document sharing, protracted work force
records can stay more verify and more sensible than they could ever be
something else.

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HRBP INTERVIEW QUESTIONS

Q.1 An employee has joined the organization and he/she is facing any issue in communicating with
others. What steps would you take in order to help him and solve his issue?

Q.2 Analyse a typical work day of an entry level HR executive?

Q.3 How you organize, plan, and prioritize your work with an example?

Q.4 Please share an example of how you will coach or mentor someone? How will you assess
improvement in a person's knowledge or skills?

Q.5 Provide details about a situation where you conducted a SWOT analysis (strengths, weaknesses,
opportunities, and threats)?

Q.6 How do you ensure that you are updated with the legal information?

Q.7 What steps will you take to solve employee's queries related to legal compliance?

Q.8 Share an experience in which you implemented a human resources function.

Q.9 How do you brainstorm, relay ideas to coworkers, and analyze complex problems?

Q.10 What are KRAs, KPIs and how would you monitor the performance of the employees on the basis
of these?

Q.11 An employee in your organization has achieved all assigned targets. How will you assess that
employee is ready for promotion?

Q.12 Have you taken any strategic decision before? Please discuss the experience of the decision making
process, before and after?

Q.13 How would you identify the key talents in the organization?

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Q.14 You have to do succession planning for the position of CEO. Describe in detail how would you go
about it. When to start planning? What parameters will you consider? What measures will you take
while implementing the same?

Q.15 What is the most preferred recruitment process in following sectors? Justify with strategic
perspective?

1) Retail 2) IT 3) BPO 4) Automobile 5) Manufacturing 6) Banking 7) FMCD 8) FMCG 9) Telecom 10)

Consulting firms

Q.16 What are your views on change management in the organization?

Q.17 Discuss best HR practices during M & A?

Q.18 How can HR manager play important role in organization development?

Q.19 What are the OD interventions? How OD interventions are useful for change management?

Q.20 What will you do, if one of the team member is not performing well?

Q.21 Name a time when your creativity or design thinking contributed to the organization effectiveness.

Q.22 The organization has developed a new policy on performance management for employees by
changing the current policy. How would you go about implementing the same?

Q.23 How would you ensure change implementation effectively in case employees are not satisfied?

Q.24 According to you, what factors constitute of influence an organization’s culture?

Q.25 How do you ensure that rewards and recognitions planned by the higher management are been
implemented effectively? Explain with the help of examples.

Q.26 What do you do when things do not go according to your plan?

Q.27 What will you do, when you need to make an impromptu presentation to senior members in your
organization on an urgent issue?

Q.28 Discuss a situation when you had to work with someone who was difficult to get along with. How
did you handle it? How did the relationship progress?

Q.29 Describe a situation where you had a conflict with another individual, and how you dealt with it.
What was the outcome?

Q.30 Reena and Meena are top performers. They are working together in a team. But, in the team, they
are facing difficulties in arriving to one solution. As a HRBP, what measures would you adopt in order to
help them?

Q.31 Discuss a situation when you found yourself in a competitive situation? How did you handle it?

Q.32 How would you ensure that the feedback received from the employee is incorporated in
organization’s culture?

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Q.33 How do ensure that the employees in your organization stay motivated in the long run?

Q.34 You have to conduct a survey of 1000 employees in the organization. How will you go about it?
Mention the tools you will use. How will you ensure 100% response for the same?

Q.35 How important it is to conduct Town Hall meetings?

Q.36 An employee had an accident at workplace and it has created an outburst in media. As a HRBP,
how will you communicate with the media as well as with the employees in order to handle the
situation?

Sample JD

Sample 1
Job Description

Designation / Role HRBP

Reporting To Head HR

Locations Pan India

To provide support to Management

in areas of: Talent Acquisition
Talent
Major Support Areas
Management
Employee
Engagement
Performance
Management
Process
Optimization

Should be

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 HRBP Manual

proficient in MS
Office Should be a
Technical Competencies
Multitasker
Should have eye for detail and work under
tight timelines Possess good presentation
and analytical skills

 Manage and optimize Recruitment process.

 Maintain relation with Campus leads and manpower
agencies.
 Implement tools for online assessments.
 Cultivate relationships with various levels of
Management, candidates and external sources.
 Address grievances of employees through one to one and
joint meetings, open houses, etc.
 Plan and execute various monthly, quarterly and
Annual Employee Engagement activities.
 Prepare and execute yearly engagement calendar.
 Closely monitor and track productivity of employees on
monthly / Half yearly basis.
Job Description
 Drive Half yearly/ Annual performance review process at
HRMS.
 Formulation and implementation of various HR policies.
 Gather and analyze data with useful HR Metrics (Hiring
TAT, Turnover rates, Cost per hire, Dept. headcounts,
etc.)
 Support management towards administering and
managing Reward programs and incentive schemes
for employees.
 Assist in various HR projects related to Organization
Survey, competency mapping, training need identification
etc
 Ensure sharing of best practices of the Organization across
locations.
 Build transparent and continuous communication channels.

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 Help towards building a culture of high performance,

transparent and fun working environment.
 Ensure compliance to various Statutory and Regulatory
laws.

Sample 2

HR Business Partner
 
Classification
Salary Grade/Level/Family/Range

Reportsto

Date

JOB DESCRIPTION
Summary/Objective

The HR business partner (HRBP) position is responsible for aligning business

objectives with employees and management in designated business units. The
position serves as a consultant to management on human resource-related issues.
The successful HRBP acts as an employee champion and change agent. The role
assesses and anticipates HR-related needs. Communicating needs proactively with
our HR department and business management, the HRBP seeks to develop
integrated solutions. The position formulates partnerships across the HR function

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 HRBP Manual

to deliver value-added service to management and employees that reflects the

business objectives of the organization. The position may include international
human resource responsibilities. The HRBP maintains an effective level of
business literacy about the business unit's financial position, its midrange plans, its
culture and its competition.

Essential Functions

Reasonable accommodations may be made to enable individuals with disabilities

to perform the essential functions.

1. Conducts weekly meetings with respective business units.

2. Consults with line management, providing HR guidance when appropriate.
3. Analyzes trends and metrics in partnership with the HR group to develop
solutions, programs and policies.
4. Manages and resolves complex employee relations issues. Conducts
effective, thorough and objective investigations.
5. Maintains in-depth knowledge of legal requirements related to day-to-day
management of employees, reducing legal risks and ensuring regulatory
compliance. Partners with the legal department as needed/required.
6. Provides day-to-day performance management guidance to line management
(e.g., coaching, counseling, career development, disciplinary actions).
7. Works closely with management and employees to improve work
relationships, build morale, and increase productivity and retention.
8. Provides HR policy guidance and interpretation.
9. Develops contract terms for new hires, promotions and transfers.
10.Assists international employees with expatriate assignments and related HR
matters.

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11.Provides guidance and input on business unit restructures, workforce

planning and succession planning.
12.Identifies training needs for business units and individual executive
coaching needs.
13.Participates in evaluation and monitoring of training programs to ensure
success. Follows up to ensure training objectives are met.

Competencies

1. Business Acumen.
2. Communication.
3. Consultation.
4. Ethical Practice.
5. Global & Cultural Awareness.
6. HR Expertise.
7. Relationship Management.

Supervisory Responsibility

This position has no direct supervisory responsibilities, but does serve as a coach
and mentor for other positions in the department.

Work Environment

This job operates in a professional office environment. This role routinely uses
standard office equipment such as laptop computers and smartphones.

Physical Demands

The physical demands described here are representative of those that must be met
by an employee to successfully perform the essential functions of this job.

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While performing the duties of this job, the employee is regularly required to talk
or hear. This is largely a sedentary role; however, some filing is required. This
would require the ability to lift files, open filing cabinets and bend or stand on a
stool as necessary.

Position Type/Expected Hours of Work

This is a full-time position. Days and hours of work are Monday through Friday,
8:30 a.m. to 5 p.m. This position regularly requires long hours and occasional
weekend work as job duties demand.

Travel

Travel is primarily local during the business day, although some out-of-area and
possible out-of-country travel may be expected.

Required Education and Experience

[Indicate education based on requirements that are job-related and consistent with
business necessity. See examples below.]

1. Minimum of 8 to 10 years' experience resolving complex employee relations

issues.
2. Working knowledge of multiple human resource disciplines, including
compensation practices, organizational diagnosis, employee and union
relations, diversity, performance management, and federal and state
respective employment laws.

Preferred Education and Experience

[Indicate education based on requirements that are job-related and consistent with
business necessity. See example below.]

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1. Bachelor's degree and relevant industry experience.

Additional Eligibility Qualifications

1. SHRM Certified Professional (SHRM-CP) or SHRM Senior Certified

Professional (SHRM-SCP) credential or ability to obtain certification within
one year of employment.

Work Authorization/Security Clearance (if applicable)

[This section lists visa requirements, H1-B sponsorship, special clearances, etc. If
applicable, insert information regarding government contracts or special
requirements.]

AAP/EEO Statement

[Insert AAP/EEO statement here, if applicable]

Other Duties

Please note this job description is not designed to cover or contain a

comprehensive listing of activities, duties or responsibilities that are required of the
employee for this job. Duties, responsibilities and activities may change at any
time with or without notice. 

Signatures
This job description has been approved by all levels of management:

Manager____________________________________________________

HR_________________________________________________________

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Employee signature below constitutes employee's understanding of the

requirements, essential functions and duties of the position.

Employee__________________________________ Date_____________

Sample 3

HR Business Partner

JD OF HR BUSINESS PARTNER

1 Business Unit Human Resource

2 Job Title
3 Incumbent Name
4 Main Purpose of job
5 Supervision Received
6 Supervision Excercised
7 Roles & Responsiblites
HR BP
Mr. Shashank Sinha
4.1 To oversee Human resource operations and
ensure they are aligned with business goals
4.2 To act as a consultant to management on HR
related issues
Sr. HR BP/ Head HR
HR Generalist
7.1 Strategy formulation
7.1.1 Develop strategies for people management,
succession planning & talent management
7.1.2 Develop strategies and planning to
restructure business units
7.1.3 Formulate strategic and practical plan to
address human resource matters
7.2 Collaboration

7.2.1 Analyze trends & metrics of the market and

suggest best practices to the concerned HR team
7.2.2 Manage all compensation processes &
Annual pay planning cycle

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7.1.3 To provide HR policy guidance and

interpretation
7.1.4 Assist in various HR projects related to
competency mapping, organizational survey, TNI
7.3 People Development Plan
7.3.1 Discuss developmental needs of teams with
HODs, prepare plan & get approval from top
management
7.3.2 Discuss role enhancements/rotations with
HODs in order to develop people
7.3.3 Discuss cultural issues with HODs and put
efforts by counselling, team sessions to minimize
the gaps
7.4 Engagement program
7.4.1 Track the participation of people in various
engagement activities

7.4.2 Take exit interviews, analyze attrition rate,

and take appropriate actions to manage the same
7.4.3 Work closely with management and employees to
improve work relationships, build morale, & increase
productivity and retention
7.5 Competency Mapping
8 7.5.1 Identify the department for which competency
mapping needs to be conducted
7.5.2 Analyze organization structure, grades & levels
followed in the organization to conduct job analysis
7.5.3 Collect data about the core competencies of
employees through assessment center or competency
9 questionnaire
7.5.4 Prepare competency dictionary for different role
& map the competencies
7.5.5 Improve employees performance by using
competency mapping gap analysis & conduct training if
required.
  Experience & Qualification 8.1 MBA/PGDM in Human Resource
Management from Tier 1 or Tier 2 Institutes
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 HRBP Manual

8.2 Minimum 2 years of work experience in junior

 
HR position
  9.1 Interpersonal Skills
  9.2 Analytical skills
Competency Required
  9.3 People Skills
  9.4 Leadership skills

Bibliography
Reference books:
Barbara Kenton, Jane Yarnall : HR: The Business Partner, 2nd Edition

Links:
https://www.peoplematters.in/article/life-at-work/the-changing-role-of-hr-business-partner-ashutosh-
labroo-18177?media_type=article&subcat=strategic-hr&title=the-changing-role-of-hr-business-partner-
ashutosh-labroo&id=18177

https://www.mckinsey.com/business-functions/organization/our-insights/the-organization-blog/the-
critical-importance-of-the-hr-business-partner

https://www.peoplematters.in/article/strategic-hr/whats-next-for-hr-business-partnering-17246

https://www.analyticsinhr.com/blog/hr-business-partner-as-people-analytics-evangelists/

pg. 63