Hr Strategy For Business Growth – Whether you want to become an HR Business Partner, want to learn more about being an HR Business Partner as a career, or want to know what roles you can take on as an HRBP, you must first understand what core competencies and skills are. , which you should focus on to shape your career. We will explore everything you need to know about HR Business Partner career development in this article.
“I want to work with HR technology and implement digital solutions.” How to become an HR Business Partner?
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HR Business Partner (also known as HRBP) is a champion of people, change agents, HR experts, and strategic business partners in an organization. They play a strategic role in aligning the organization’s people strategy with business strategy.
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Although HRBP is usually part of the Human Resources department, they work closely with line managers and senior business leaders to set priorities, drive value and drive business results. HR business partners are sometimes responsible for hundreds of employees, and sometimes thousands, depending on the size of the organization.
While HRBP roles and responsibilities will vary depending on company size, industry, and goals, some responsibilities remain the same. They include:
It is important to note that the career path to become an HR business partner is often not linear. Some professionals start their career as HR administrators or assistants. Others start as coordinators in support functions such as training or organizational development, some start as benefits administrators or recruiters, and others start as HR officers or consultants.
The main message is that the job title is not as important as your competencies and skills when looking to advance to HRBP roles and beyond.
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Let’s explore the key competencies and skills you need to become a successful HR business partner. These are skills you should develop before and after moving into an HR role.
Feel free to explore our HR Career Path tool for personalized recommendations on what competencies and skills you need to develop for your dream HR role. Abilities and skills
If HR professionals are to be future-ready, they must master four core HR competencies (business acumen, data literacy, digital agility, and people advocacy) as well as develop one or more functional competencies.
This approach produces strategic T-shaped HR professionals who play a critical role in meeting current and future changing workforce needs.
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A T-shaped individual can make evidence-informed decisions, achieve and maintain operational efficiency, create business impact, and increase productivity and profits while remaining competitive.
Let’s break down the competencies and their most important dimensions for HR Business Partners. Core Competencies Business acumen
Did you know that 4 out of 10 CHROs believe business acumen is the most deficient human talent skill? However, the ability to understand the business is arguably the strongest predictor of business impact.
Business acumen (also known as business acumen or business acumen) is the ability of an HR professional to understand the purpose, intent, and vision of their organization and then develop processes, policies, and operations that align with and help drive them forward. It provides an opportunity to serve an organization’s employees and customers and to promote leadership development and financial performance.
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Check out the full article on business intelligence for HR professionals to find out how to develop your business intelligence. Data literacy
The second core competency of the HR Business Partner is data literacy. Data is an asset to any organization. therefore, HRBP must be able to understand, interpret, and apply and translate data in meaningful ways to drive strategic decisions and create business value (also known as analytic translation).
An HRBP can often read and interpret complex data dashboards and reports, understand HR analytics techniques, be familiar with both quantitative and qualitative data collection methods, and have the knowledge to set and track key metrics and KPIs and use them. business results.
This requires the ability to think critically about what a data set represents, derive relevant information from it, and apply it for a specific purpose. Developing these skills is essential to remain relevant in today’s and future business worlds and to become a strategic business partner. Protection of people’s interests
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At its core, Human Resources revolves around people. While HR should focus on business and data literacy, it’s important not to lose sight of the fact that being an advocate and people expert is a fundamental part of the HR professional role.
Stakeholders always think and act based on numbers. Therefore, HRD must speak the same language if it is to influence and work harmoniously with senior executives.
The ability to effectively manage stakeholders means that you can use their valuable input to define and outline your proposed project, and obtain the necessary resources and support to ensure its success. Lack of stakeholder support is one of the main reasons for project failure. Labor relations management
Regardless of the size of the organization you run, it is nearly impossible to please all managers and employees all of the time. This can often lead to strained relationships, in which managing work relationships plays an important role.
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Gartner research shows that the average organization has experienced five major changes in the last three years, while 75% of organizations expect that number to double over the next three years. Therefore, businesses must be prepared to consistently face change management.
Whenever a business changes, no matter how big or small, HR changes too, and it is HRBP’s job to manage these changes through the transition to create a smooth path for all involved.
HRD must ensure that all HR professionals are trained in change management. An organization’s desire to manage change effectively begins with an individual’s ability to manage change effectively. It is also important that HRBP creates a safe environment for HR professionals to discuss change and their frustrations and concerns, as employees often do. HR Business Partner career path
Now that you know what skills you need to develop into an HRBP role, let’s take a look at what the HR Business Partner career path looks like going forward.
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Many HRDs feel that the next logical step is to become senior HRD, global HRD or HR director. In other words, they see a linear choice for career advancement. However, this is just one HR Business Partner career path.
HR career paths don’t have to be linear, and they often aren’t. Rather, it is a set of experiences that enable HR professionals to develop their core competencies, skills and knowledge and determine where their interests and talents best fit.
When planning your HR career path, it is important to understand the different possible roles and progress and what is required to achieve them. Armed with this knowledge, HR professionals can focus on building fundamental abilities and skills, making them T-shaped individuals, thus expanding their opportunities for future career advancement.
Let’s explore the three main HR Business Partner career paths suggested below by HR and OD Thought Leader Dieter Veldsmann. 1. “I want to grow advising businesses on strategic HR issues.”
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As you can see, there are definitely more ways to advance your HR Business Partner career. Check out our HR Career Path tool and design your own career path. Near you
You should see your core competencies and skills as a cornerstone in your HR Business Partner career path. Knowing what skills and abilities you need to develop your career will help you create a specific action plan to work on. Start upgrading today so you can be an asset to any organization today and as the HR landscape evolves in the future.
Future-proof your HR career by continuously upgrading your skills with the latest and most relevant HR skills.
Shani Jay is a writer and internationally published author who has spent the last 5 years writing about HR. Shani has previously written for various publications, including HuffPost.
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B. He has served as Group Chief People Officer, Organizational Performance Executive, Director of Consulting Solutions and Chief Research Officer. He is a regular speaker on Strategic HR, Future of Work, Employee Experience and Organizational Development. We use basic cookies to work. By clicking “Accept all cookies”, you consent to the storage of cookies on your device to improve site navigation, analyze site usage and support our marketing efforts.
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