This document provides guidance on implementing an HR Business Partner model using marketing principles. It recommends defining the product as the HR team members, team, and model. The document stresses communicating the goals, expected results, and key performance indicators of the model. It also advises optimizing aspects like time, money, and energy required and making the model visible through various communication channels to prove the model's value through professionalism, performance measurement, and ensuring people feel supported. The document warns that some will never become successful partners and lists potential failures like lack of role clarity, strategic influence, and self-promotion.

1. MASTERCLASS
HR BUSINESS PARTNER
Self-marketing
for HR Business Partners
Krisztina TIMÁR
HR manager
Gameloft Hungary
2013. October 3-4., IIR Hungary

2. We all heard about the
HR Business Partner model
by Ulrich.
Some of us even implemented it.
THE RESULTS?

3. Did HR become a
superhero?

4. Is business partnering
successful at your company?
47% YES
26% NO
27% To early to decide
Survey by research firm Roffey Park, 2007

5. What can we learn
from past
FAILURES?
- some will never become business partners
- bad concept of HRBP’s role in the HR team (each of the
roles is a partner to the business as they work to create value)
- lack of strategic influence
- poor self marketing

6. How to promote the HRBP
model when implementing
it?
Apply the 4P
marketing mix!

8. Now put your marketing hat on!

9. 1. PRODUCT
define and create!
„Nothing kills a bad product faster
than good advertising”
David Ogilvy
Your product:
1. the HR team members
2. the HR team
3. The HR BP model

10. HR SUPER-
HERO?

11. HRBP SUPER-
HERO!

12. TRANSFORMATION
• Personal credibility
• Ability to manage change
• Ability to manage culture
• Delivery of Human
Resource Practices
• Understanding of
business
• Strategic influence
• Change management
• Strategic HR planning
• Executive development
• Organisational effectiveness
• Culture management
• Rewards & Recognition
• Organisation diagnosis
• Performance management
„HR professionals who are credible but not activists are admired but do not have much impact.
Those who are activists but not credible may have ideas but will not be listened to.” (Ulrich)
Competencies Themes

13. THE TEAM CLEAR ROLES
CLEAR WORKFLOW

14. THE IDEA BEHIND
DON’T EXAGGERATE!
BE CLEAR about the model!
• Goals
• Expected results
• KPIs

15. 2. PRICE
optimize!

16. TIMEQuicker than ever
before! (importance of
response times)

17. MONEY
Have a budget! (and communicate it before you implement)
• FTE
• Cost of FTE
• IT
• Training
• etc.

18. ENERGYMake it easier, not harder! (for managers and employees to
live with the new set up)

19. 3. PLACE
make it visible!

20. LET’S
COMMUNICATE!
DIRECTLY
• Mutiply channels
• Multiply times
• Written, verbal
• Role of HRDirector
• Role of HR team

21. LET’S
COMMUNICATE!
INDIRECTLY
• Individual and
team behavioral
• Environment
• Walk the talk!

22. 4. PROMOTION
just do it!
„Don’t say how good you are. Prove it.”

23. • Be professional!
PROOF No1

24. • Measure
performance!
PROOF No2

25. PROOF No3
• Make people
feel OK!

26. • Lack of confidentiality
• Not keeping promises
• Bad crises management
• Engagement with only one person / solution
• Lack of BIG initiatives
• No facts
• Bad usage of industry jargon
• Lack of labour law knowledge etc.
FAILURES…

27. What is your 4P
plan?

28. Thank you!
Krisztina Timár
krisztahr@gmail.com