1. Implementation Plan for Strategic
HR Business Partner Function
2016

2.  Strategic HR Business Partner Definition
 Components for Success
 Strategic HR Business Partner Model
 Change Management Model
 Implementation Plan
 Timeline for Implementation
Table of Contents

3. 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.
Strategic HR Business Partner
Definition

4. Org
Readiness
CHRO
Champion
CEO
Support
Org
Capability
Business
Leaders
Strategic
HR COEs
Strategic
HR BP
Role
Components for Success

5. Strategic HR Business Partner Model
Strategic Partner
• Understand the business strategy and how the
organization makes money
• Design, develop, and implement innovative, value-
add 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
Change Agent
• Drive alignment with the organization’s 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
Administrative Expert
• Legal compliance
• HRIS Reporting
• Developing and delivering training
• Investigations
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
Strategic Focus
P
E
O
P
L
E
P
R
O
C
E
S
S
E
S

6. 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

7. 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

8. Timeline for Implementation
Assess
Feb - Mar
Prepare for
Implementation
Apr
Plan for
Implementation
Apr - May
Role out
May - Jun
Evaluate
Oct - Mar
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.
Business Leaders
HR BPs
HR COEs
Validate
Recommendations
Educate
Communicate
Deliver Development Plans
Provide Strategic
HR BP support
Assess, Evaluate,
Adjust

9. Appendix

10.  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
Appendix Table of Contents

11. 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.
Strategic HR Business Partner Function
Vision Statement

12. 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 organization’s success, how
would you define it?
• If there is one thing that HR could do to really add value to your organization’s
success, what would it be?
• Going forward, how would you like to work with your Strategic HR Business Partner?

13. 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?

14. Strategic HR Business Partner
Competency Assessment
No Proficiency Low Proficiency Proficient High
Proficiency
Building Business
Acumen
Relationship Building
Leading Change
Innovation
Influencing
Conflict Resolution
Courageous
Communication
Leading with Data
Learning Agility

15. 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 ex-
employees

16. 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

17. 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

18. 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  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
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

19. 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  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
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

20. 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 fact-
based decision making.

21. 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.

22. 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
model…what’s in it for you
and what it means for you.
CHRO, COE Leaders HR Town Hall
Enterprise Introduce new HR operating
model…what’s in it for you
and what it means for you.
CHRO Email (and/or adjunct to
enterprise Town Hall)

23. Strategic HR Business Partner Profile
 Strategic
 Advocate
 Influence
 Change Agent
 Consultant
 Transformer
 Forward thinker
 Thought leader
 Courageous
Communicator
 Advisor

24. Business Partner Model
- Dave Ulrich’s Roles of HR Model
Change Management Model
- HR Talent Management Consultant
HR Centers of Excellence Assessment
- Hay Group
Credits