Research clearly indicates that there is a strong need for the Human Resources (HR) function, and the people in it, to adopt a more strategic and business-linked approach. In one study business executives ranked the HR function as third, after sales and customer service, as a function that makes a very significant contribution to a company's bottom line.
Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner-the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing.
HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans.
This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.
Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner-the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing.
HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans.
This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.
"This book is like having your own strategy coach in the room with you, always accessible and offering wise advice and counsel. It's packed with illustrative cases, quick quizzes, practical applications, and handy tools that make this book immediately useful."
-Jim Kouzes, coauthor of the bestselling The Leadership Challenge
"The Robinsons have done it again, raising the bar for the human resource community to new, exciting heights. This book is eminently readable, applicable, and inspiring. It is a superbly executed, must-read A to Z for the SBP!"
-Harold Stolovitch, Ph.D., CPT, author of the bestselling books Telling Ain't Training and Training Ain't Performance
"Finally, HR professionals have a 'how-to' guide for getting to the table where real decisions are made, providing guidance regarding what to do when we get there! The real life examples and the 'something you can do' activities make this a true field book for HR professionals."
-Jayne M. Williams, SPHR, Vice President and HR Learning Strategist, Wachovia
"Almost all people in HR-related fields have been told to seek a seat at the strategic table. But how do they earn that place at the table? What should they do? This book tells you how."
-William J. Rothwell, Ph.D., SPHR, coauthor of Strategic HR Leader and The Strategic Development of Talent
-Jim Kouzes, coauthor of the bestselling The Leadership Challenge
"The Robinsons have done it again, raising the bar for the human resource community to new, exciting heights. This book is eminently readable, applicable, and inspiring. It is a superbly executed, must-read A to Z for the SBP!"
-Harold Stolovitch, Ph.D., CPT, author of the bestselling books Telling Ain't Training and Training Ain't Performance
"Finally, HR professionals have a 'how-to' guide for getting to the table where real decisions are made, providing guidance regarding what to do when we get there! The real life examples and the 'something you can do' activities make this a true field book for HR professionals."
-Jayne M. Williams, SPHR, Vice President and HR Learning Strategist, Wachovia
"Almost all people in HR-related fields have been told to seek a seat at the strategic table. But how do they earn that place at the table? What should they do? This book tells you how."
-William J. Rothwell, Ph.D., SPHR, coauthor of Strategic HR Leader and The Strategic Development of Talent