Nnsvn-Workshop HRBP Global 10.01.2021

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01
The HR Business partner model

In the early 1990s with one of the most influential papers in management theory, in
which Barney (1991) proposed the resource-based view of the organization.
A year later, in the same Journal of Management, Wright and McMahan (1992)
published a paper on Strategic Human Resource Management. They defined
strategic HRM as “the pattern of planned human resource deployments and activities
intended to enable an organization to achieve its goals”.
Adding more fuel to the fire of HR as a business partner, was Huselid’s 1995 study.
Huselid showed that HR practices have an economic and statistically significant
impact on short- and long-term measures of corporate financial performance. Huselid
and contemporaries linked HRM practices with turnover, productivity, financial returns,
organizational survival, and firm value.
Sources: https://www.analyticsinhr.com/blog/hr-business-partner/#model
01
The HR Business Partner model
Around this time, Ulrich published his 1997 book ‘Human Resource Champions’. In
this book, he brought all these developments together and proposed a set of new
roles for HR. These were strategic roles, in which HR would work together with the
line managers to create business value.
Next to being an administrative expert and a champion for employees, HR should

also be a change agent and a strategic partner. The HRBP role fits best with what
Ulrich called the Strategic Partner.
Sources: https://www.analyticsinhr.com/blog/hr-business-partner/#model
01
Dave Ulrich
Dave Ulrich is the Rensis Likert Professor at the Ross School of Business,
University of Michigan and a partner at the RBL Group (https://www.rbl.net) a
consulting firm focused on helping organizations and leaders deliver value. He has
published over 200 articles and book chapters and over 30 books.
He edited Human Resource Management 1990-1999, served on editorial board of 4
Journal and on the Board of Directors for Herman Miller (16 years), has spoken to
large audiences in 90 countries; performed workshops for over half of the Fortune
200; coached successful business leaders, and is a Distinguished Fellow in the
National Academy of Human Resources. He is known for continually learning,
turning complex ideas into simple solutions, and creating real value to those he
works with in three fields.
Sources: https://www.rbl.net/insights/articles/human-resources-hr-business-partner-2-0
About 1997
- Netscape was the browser of choice;
- Motorola StarTAC dominated cell phone popularity;
Vietnam:
- The Apple PowerBook led in innovative laptops; cordless
home phones emerged; Ngày 19 tháng 11 năm 1997 là
- Sony PlayStation with a 128k memory card was state of ngày đầu Việt Nam được hòa
the art; vào mạng Internet toàn cầu.
- Windows 95 was released.
- Published the book Human Resource Champions, the
ideas therein helped to define the HR business partner in
terms of roles and outcomes within an organisation.
Sources: Wikipedia
01
01
01
HR Value
Added
HR Outcome:
HR Context Leadership
HR Strategy
HR Stakeholders
HR Outcome: HR Practices
HR Technology
Talent
(Digitisation)
HR Outcome: HR Organisation HR Information or

Organisation Analytics
HR Competencies
HR Work Style
Sources: https://www.peoplematters.in/article/talent-management/dave-ulrich-on-the-new-normal-for-hr-22043
01
1. HR Value Added:
What value does HR
deliver to an organisation?
The type of value HR delivers
has evolved from efficiency to
functional excellence to
strategic HR to outside-in.
01
2. HR Context:
What are the HR is not about HR but the business. Business requires
contextual factors
shaping HR’s business acknowledging and appreciating:
centrality?
● Context: the changes facing our world today (STEPPED
trends: social, technological, economic, political,
environmental, and demographic).
● Pace of change (VUCA), which is increasing.
● Individuation and the needs of individuals to find belief
and purpose, become better, and belong to a community.
01
3. HR Stakeholders:
Whom does HR
serve?
Who are the
“customers” of HR?
HR stakeholders have evolved
from internal (employees, line
managers, organisation) to
external (customers, investors,
community).
01
4. HR Outcome
-Talent:
How can HR help

increase employee
productivity and
experience
(well-being)? Improve talent (people, experience, workforce) through:
● Competence (flow of people into, through, and out of

the organisation).
● Commitment (employee value proposition,
sentiment).
● Contribution (meaning, purpose).
01
5. HR Outcome -
Organisation:
How can HR help build a

more competitive
organisation? Organisation has four times the impact on business results than that
of the individual talent! Organisation thinking has evolved through
these stages:
● Morphology (roles, re-engineering, downsizing).

● Alignment/systems (STAR, 7s, Health).
● Capability (known for and good at doing).
● Ecosystem capability (building capabilities within the
ecosystem not just organisation).
01
6. HR
Outcome—Leadership:
How can HR build better

leadership throughout
the organisation? Leadership matters, and understanding leadership evolves
from:
● Leader (individual) to leadership (collective).

● Inside to outside (Leadership Brand).
● Leadership Code 1.0 to 2.0 (emerging competencies
such as navigating paradox, risk without
recklessness, meaning maker, etc.).
01
7. HR Strategy:
What is the strategy of the

HR department?
An HR function or department requires a strategy that

answers three questions:
● Who we are (partners, allies, experts).

● What we deliver (talent, leadership,
organisation).
● Why we exist (create value by responding to
context or serving stakeholders).
01
8. HR Organisation:
How should the HR

department be organised?
The structure of the HR department is built on three principles:

1. Separate HR essential/transaction work (increasingly delivered with
technology) from strategic work (delivered by HR professionals and line
managers).
2. The HR organisation should match business strategy and organisation:
● Single business—functional HR.
● Multiple businesses—decentralised HR.
● Diversified/allied business strategy with matrix structure—HR as
professional services (centres of expertise, shared services,
embedded HR).
3. In most large firms, businesses have a matrix or diversified/allied
strategy and structure, so HR operates as a professional services firm
within the organisation.
01
9. HR Practices:
How should HR design

and deliver HR practices?
A host of HR practices exist around people, performance,

information, and work. The criteria for HR practices are:
● Integrated by offering HR solutions not isolated HR

practices.
● Aligned to the strategy inside the organisation, and
customers and investors outside the company.
● Innovative by looking for new ways to design and deliver.
● Simple by making HR solutions easy to access and use.
01
10. HR Competencies:
What are the required

skills for HR
professionals?
The required competencies of HR professionals have evolved
over the last 30 years. In response, HR professionals have
dramatically increased their competencies over this time frame.
It is not just about competence but matching HR competencies
to the desired outcomes:
● Personal effectiveness: be a credible activist.

● Stakeholder value: be a strategic positioner.
● Business results: be a paradox navigator.
01
11. HR Technology
(Digitisation):
How can HR use

technology to leverage
digital information? HR plays two roles in the digital space:
1. It helps create a digital business strategy.
2. It applies digital information from technology to
better deliver HR. There are four stages of HR digital
work:
● Efficiency (do HR better).
● Innovation (do better HR).
● Information (access ideas).
● Connection (connect people).
01
12. HR Information or
Analytics:
How do we define HR
analytics?
HR analytics is accessing and using information to
improve HR value creation. This work has evolved
through four stages:
● Scorecard (HR activities).

● Insights (general data).
● Interventions (specific actions).
● Impact (business results).
01
13. HR Work Style:
How do HR professionals
work with each other in HR
and with others in their
organisation? While HR structure matters in assigning roles and accountabilities,
HR professionals need to build relationships with each other inside
HR and with those outside HR. Relationships require:
● Sharing a common purpose.

● Respecting differences.
● Governing, accepting, and connecting.
● Showing empathy/care for others.
● Sharing experiences.
● Growing together.
01
HR Value
Added
HR Outcome:
HR Context Leadership
HR Strategy
HR Stakeholders
HR Outcome: HR Practices
HR Technology
Talent
(Digitisation)
HR Outcome: HR Organisation HR Information or

Organisation Analytics
HR Competencies
HR Work Style
02 HRBP Job
HRBP HR Director
The simple answer is that the HR director is a senior, strategic management role, while the HR business partner is
a senior individual contributor who supports and collaborates with one or more of the organization's managers.
02 HRBP Job
HRBP HR Director
An HR business partner is a senior HR professional who has a The HR director is a strategic position responsible for creation and
comprehensive understanding of and expertise in how the HR enforcement of all HR policies and programs that help the
function makes a line of business within the company successful. organization achieve business goals.
Job responsibilities typically include coaching executives about As such, the HR director holds responsibilities that include
HR issues such as strategic planning, developing supportive HR establishing competitive salaries and benefits for all employees and
and organizational strategies, analyzing talent requirements, overseeing all HR employees and departments. Additionally, the HR
recruiting and onboarding. director reviews HR practices and their proper implementation by
company management to ensure legality and consistency while
HR business partners have strong general business knowledge
looking for opportunities to increase productivity and contain costs.
and specific experience within the employer's business sector that
HR director jobs are regarded as executive positions, as they are
allows them to use HR capabilities to support organizational
responsible for budgets, profit and loss.
business goals.
Sources:https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-development/career-advice/pages/hr-business-partner-vs-hr-director.aspx
02 HRBP Job
Sources: https://www.shrm.org/resourcesandtools/tools-and-samples/job-descriptions/pages/hr-business-partner.aspx
02 HRBP Job
01
02 HRBP Job
02 HRBP Job
02 HRBP Job
Today’s Speakers
Duy Nguyen
Manager HR
Adidas Sourcing
Footwear – Vietnam & Myanmar
● Where we are?
HR by
HR & Benefits
Compensation HRBP
Chiến lược nhân
HR Strategic lực phù
adapt withhợp chiến Priorities
Business lược kinh
doanh
Recruitment
Tổ chức xây dựng và đào tạo đội ngũ nhân sự
Talent Development/ and Workforce Planning
nòng cốt và kế thừa
Policy
Tư vấn định hướng và sắp xếp nhân sự phù
hợp thực tiễn kinh doanh với chi phí và hiệu
quả tối ưuOrganization Development
Learning & Development
HRBP
Competencies
HR Transformation Model
HRBP – One Stop Shopping
04
CONTACT:
BÙI ĐOÀN CHUNG - Founder

Phone: 0984 013 214 - 0948 013 214
Email: buidoanchung@gmail.com
BQT GROUP NGHỀ NHÂN SỰ VIỆT NAM

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The HR Business partner model

The HR Business Partner model

Next to being an administrative expert and a champion for employees, HR should

HR Outcome: HR Organisation HR Information or

How can HR help

● Competence (flow of people into, through, and out of

How can HR help build a

● Morphology (roles, re-engineering, downsizing).

How can HR build better

● Leader (individual) to leadership (collective).

What is the strategy of the

An HR function or department requires a strategy that

● Who we are (partners, allies, experts).

How should the HR

The structure of the HR department is built on three principles:

How should HR design

A host of HR practices exist around people, performance,

● Integrated by offering HR solutions not isolated HR

What are the required

● Personal effectiveness: be a credible activist.

How can HR use

● Scorecard (HR activities).

13. HR Work Style:

● Sharing a common purpose.

HR Outcome: HR Organisation HR Information or

BÙI ĐOÀN CHUNG - Founder

BQT GROUP NGHỀ NHÂN SỰ VIỆT NAM

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