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