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    Implementation Plan For Strategic HRBP

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    miftahul ulum
    The document provides an implementation plan for establishing a strategic HR business partner function in 2016. It includes definitions of the HR business partner role, components for success, a proposed model, and a timeline. The model outlines the strategic focus and processes for HR business partners as strategic partners, administrative experts, change agents, and employee champions. It also provides a change management model and phases for implementing the new function from February to October 2016.

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    Implementation Plan For Strategic HRBP

    Uploaded by

    miftahul ulum
    1K views24 pages
    The document provides an implementation plan for establishing a strategic HR business partner function in 2016. It includes definitions of the HR business partner role, components for success, a proposed model, and a timeline. The model outlines the strategic focus and processes for HR business partners as strategic partners, administrative experts, change agents, and employee champions. It also provides a change management model and phases for implementing the new function from February to October 2016.

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    plan strategic HRBP

    Original Title

    Implementation Plan for Strategic HRBP

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    The document provides an implementation plan for establishing a strategic HR business partner function in 2016. It includes definitions of the HR business partner role, components for success, a proposed model, and a timeline. The model outlines the strategic focus and processes for HR business partners as strategic partners, administrative experts, change agents, and employee champions. It also provides a change management model and phases for implementing the new function from February to October 2016.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    1K views24 pages

    Implementation Plan For Strategic HRBP

    Uploaded by

    miftahul ulum
    The document provides an implementation plan for establishing a strategic HR business partner function in 2016. It includes definitions of the HR business partner role, components for success, a proposed model, and a timeline. The model outlines the strategic focus and processes for HR business partners as strategic partners, administrative experts, change agents, and employee champions. It also provides a change management model and phases for implementing the new function from February to October 2016.

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    The key takeaways are that the document outlines a proposed strategic HR business partner model, change management model, and implementation plan to establish strategic HR centers of excellence within the organization.

    The components of a successful strategic HR business partner model include organizational readiness, CEO and executive support, business leader engagement, strategic HR capabilities, and clearly defined strategic HR business partner roles as a strategic partner, change agent, administrative expert, and employee champion.

    The change management model describes five phases: assess for change, prepare for change, plan for change, implement change, and sustain the change.

    Implementation Plan for Strategic

    HR Business Partner Function


    2016

    Table of Contents

    Strategic HR Business Partner Definition


    Components for Success
    Strategic HR Business Partner Model
    Change Management Model
    Implementation Plan
    Timeline for Implementation

    Strategic HR Business Partner


    Definition
    Business person with expertise in human resources with the key
    responsibility to provide progressive, value-added solutions through
    collaboration and partnership with business leaders in the
    identification, prioritization, and building organization capability,
    behaviors, structures, culture, and processes that deliver on the
    business strategy.

    Components for Success


    Org
    Readiness

    Strategic
    HR BP
    Role

    CHRO
    Champion

    Strategic
    HR COEs

    CEO
    Support

    Business
    Leaders

    Org
    Capability

    Strategic HR Business Partner Model


    Strategic Focus

    P
    R
    O
    C
    E
    S
    S

    E
    S

    Strategic Partner
    Understand the business strategy and how the
    organization makes money
    Design, develop, and implement innovative, valueadd solutions that align with business objectives
    Assist business leaders with anticipating and
    solving organization, people, and change related
    issues
    Strategically manage workforce planning
    including attracting, developing, and retaining
    talent
    Identify critical metrics and lead with data
    Administrative Expert
    Legal compliance
    HRIS Reporting
    Developing and delivering training
    Investigations

    Change Agent
    Drive alignment with the organizations culture
    Institutionalize company value and beliefs and
    champions diversity and inclusion
    Assess and manage organizational change
    capability
    Act as consultant in organizational effectiveness
    initiatives
    Deliver organization optimization
    Shepherd organizational change
    Navigate all groups of employees through change
    Employee Champion
    Serve as the ear and conscience of the
    organization
    Represent the voice of the employee
    Collect and act on feedback from employees
    Champion employee engagement

    Day-to-day / Operational Focus

    P
    E
    O
    P
    L
    E

    Change Management Model


    Phase 1: Assess for Change
    Conduct Assessments
    Pinpoint Opportunities
    Phase 2: Prepare for Change
    Clarify Roles and Prioritize Actions
    Prepare for Resistance
    Establish Measurement
    Phase 3: Plan for Change
    Develop Implementation Plan
    Develop Communication Plan

    Phase 4: Implement Change


    Take Action
    Educate, Coach, and Facilitate for
    Results
    Phase 5: Sustain the Change
    Integrate Learning

    Implementation Plan
    Phase 1: Assess
    Organizational Readiness
    Organizational Capability
    Phase 2: Prepare for Implementation
    Validate Model
    Present Recommendations
    Educate
    Phase 3: Plan for Implementation
    Communicate New HR Model & Function
    Deliver Development Plan(s)

    Phase 4: Roll Out


    New HR Operating Model
    New Strategic HR BP Function
    Phase 5: Evaluate New SHRBP Function
    Business Leader, BP, HR COEs
    HR Operating Model

    Timeline for Implementation


    Business Leaders
    HR BPs
    HR COEs

    Assess
    Feb - Mar

    Communicate
    Deliver Development Plans

    Prepare for
    Implementation
    Apr

    Validate
    Recommendations
    Educate

    Plan for
    Implementation
    Apr - May

    Assess, Evaluate,
    Adjust

    Role out
    May - Jun

    Evaluate
    Oct - Mar

    Provide Strategic
    HR BP support

    Speed of implementation premised on organizational readiness and


    capability. If HR COE capability is not ready, effectiveness of
    function will be implemented in phased approach.

    Appendix

    Appendix Table of Contents

    Strategic HR Business Partner Vision Statement


    Business Leader Needs Assessment
    HR Business Partner Competency Assessment
    HR Centers of Excellence Assessment
    Strategic HR Centers of Excellence Descriptions
    Communication Plan
    Strategic HR Business Partner Profile
    Credits

    Strategic HR Business Partner Function


    Vision Statement
    The vision of the HR Business Partner function is to be the internal subject
    matter expert and sought-after partner and advisor to business leaders and
    provide value through progressive solutions that align with and support
    delivery of the business strategy.

    Business Leader Needs Assessment


    HR Business Partnering
    What has been your experience in working within a Strategic HR Business Partner
    model?

    In the last 6 months, what types of issues did you consult with HR about?
    Regarding those experiences, on a scale of 1 - 3 with 3 being the highest, rate the
    support you received from HR? Explain your rating i.e. what was missing, what was
    included and much appreciated, etc.
    If there is one thing that HR does that is a barrier to your organizations success, how
    would you define it?
    If there is one thing that HR could do to really add value to your organizations
    success, what would it be?
    Going forward, how would you like to work with your Strategic HR Business Partner?

    Business Leader Needs Assessment

    (cont.)

    Talent Capability
    What people challenges is your organization facing that are threatening achievement
    of the business goals?
    What challenges do you have attracting and retaining talent?
    What is the profile of success for your direct reports talent?

    Compensation and Rewards


    To what extent does the current compensation program provide agility to pay and
    reward talent while maintaining market competitiveness?

    Engagement
    What concerns do your employees have with the company achieving its goals? Their
    future?

    Strategic HR Business Partner


    Competency Assessment
    No Proficiency

    Building Business
    Acumen
    Relationship Building
    Leading Change
    Innovation
    Influencing

    Conflict Resolution
    Courageous
    Communication
    Leading with Data
    Learning Agility

    Low Proficiency

    Proficient

    High
    Proficiency

    HR Center of Excellence Assessment

    Level

    Attraction and Recruitment

    Basic

    No clear employer brand


    Ad hoc hiring to meet short term needs
    Basic vetting and selection with a focus on interviews

    Progressing

    Some employer brand differentiation


    Established recruitment processes
    Varied assessments / selection methods

    Advance

    Strong brand with clear employee value proposition


    Selection on capability and fit
    Mature employee referral program

    Best Practice

    Sophisticated digital employer brand


    Enterprise recruitment strategy linked to workforce plans
    Recruitment methods utilizing virtual, digital, and mobile to engage potential and exemployees

    HR Center of Excellence Assessment


    (cont.)

    Level

    HRIS

    Basic

    Local management of employee data


    Paper and electronic media
    Manual reporting

    Progressing

    Accurate employee data managed via local system


    Automated reporting

    Advance

    Some systematic reporting


    Developing capability in data analytics

    Best Practice

    Cloud based system providing one source of employee data with full use of workflow
    capabilities incorporating performance management, reward, talent, learning and
    development
    Easy access to data for managers via apps, tablets, and hand held devices to facilitate
    decision making and development
    Employee and manager self-service accessible via multiple channels
    Fully established system reporting
    Big data capability to enable complex analysis e.g. sophisticated algorithms to predict
    workforce trends

    HR Center of Excellence Assessment


    (cont.)

    Level

    Compensation and Reward

    Basic

    Focus is on base pay


    No clear line of sight between performance and reward
    Minimal differentiation

    Progressing

    Some variable pay differentiation


    Some level of periodic base pay benchmarking for critical roles

    Advance

    Explicit link between overall remuneration, performance measures, and strategy


    execution
    Differentiated remuneration at all levels with visible impact of individual performance

    Best Practice

    Focus on intrinsic and self-determined extrinsic motivators at an individual level


    Total reward benchmarked annually for all disciplines against sector and non-sector
    peers

    HR Center of Excellence Assessment


    (cont.)

    Level

    Organizational Development Talent Management

    Basic

    Succession planning at board level only


    High potential programs lacking
    Promotions on an ad hoc basis

    Progressing

    Some level of succession planning, high potential identification, and development


    beyond board level
    Formal, calibrated promotion process supported by competencies

    Advance

    Best Practice

    Integrated succession plan for all key leadership, technical, and professional roles
    Integrated high potential program incorporating managed moves linked to employee
    development plans
    Accurate forecasting of promotions

    Formal succession planning for key leadership, technical, and professional roles
    Formal learning and development for high potentials with ongoing assessment
    Promotions built into the performance management and salary planning cycle
    Clearly articulated career paths, supported by defined competencies and development

    HR Center of Excellence Assessment


    (cont.)

    Level

    Organizational Development Learning and Development

    Basic

    Ad hoc skills and class room based training for basic qualifications and induction
    Limited leadership development

    Progressing

    Advance

    Learning Academy provides a one stop shop for employees to access leadership,
    technical, and behavioral development
    Clear linkages exist between competencies, career paths, and learning and development
    Leadership development programs exist at different levels equipping leaders to manage
    and inspire an increasingly diverse workforce
    Learning evaluation measures change in performance and behavior

    Best Practice

    Sophisticated learning organization with segmented, blended learning spanning cultures,


    styles, geographies, and generations
    Application of advanced cognitive techniques and neuroscience research to achieve
    behavioral change
    Leadership assessment and development aligned with business strategy
    Learning evaluation measures impact on business results and return on investment

    Blend of learning and development approaches


    Learning and development offer spans technical and behavioral competencies
    Ad hoc leadership development
    Learning evaluation measures immediate participant feedback

    Strategic HR Centers of Excellence


    Descriptions
    Center of Excellence

    Description

    Business Partner

    Delivering progressive, value-added solutions that align with and


    support business objectives through collaboration and
    partnership with business leaders.

    Talent Acquisition

    Strategic approach to acquiring talent infused with planning &


    strategy, workforce segmentation, employment branding,
    understanding candidate audiences, candidate relationship
    management, and metrics and analytics collectively to ensure
    talent supply in the achievement of business objectives.

    HRIS

    System outputs that inform and provide relevant data for factbased decision making.

    Strategic HR Centers of Excellence


    Descriptions
    (cont.)

    Center of Excellence

    Description

    Compensation

    Strategic solutions that attract, retain, and reward talent


    - Agile compensation philosophies
    - Proactive market assessment of in demand/specialized skills
    and proven methodologies for attracting, retaining, and
    rewarding
    - Market analysis for trends and current compensation practices
    - Creative approaches to rewarding talent

    Organization Development

    Delivering deliberate, specific planned approach to increase the


    organization's effectiveness and/or efficiency through initiatives
    and tools that that enable the organization to achieve its strategic
    goals.

    Communication Plan
    Audience

    Message

    Messenger

    Delivery Method

    HR COE Leadership Team

    Introduce new HR operating


    model with built-in BP function
    to deliver higher level of
    excellence and capability to
    the organization in the
    achievement of objectives.

    CHRO

    Staff meeting

    CEO and executive team

    Introduce new HR operating


    model with built-in BP function
    to deliver higher level of
    excellence and capability to
    the organization in the
    achievement of objectives.

    CHRO

    In person / email

    HR Organization

    Introduce new HR operating


    modelwhats in it for you
    and what it means for you.

    CHRO, COE Leaders

    HR Town Hall

    Enterprise

    Introduce new HR operating


    modelwhats in it for you
    and what it means for you.

    CHRO

    Email (and/or adjunct to


    enterprise Town Hall)

    Strategic HR Business Partner Profile

    Strategic
    Advocate
    Influence
    Change Agent
    Consultant

    Transformer
    Forward thinker
    Thought leader
    Courageous
    Communicator
    Advisor

    Credits
    Business Partner Model
    - Dave Ulrichs Roles of HR Model
    Change Management Model
    - HR Talent Management Consultant
    HR Centers of Excellence Assessment
    - Hay Group

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