The HR Professional as Thinking Performer and Business Partner Essay ex

The HR Professional as Thinking Performer and Business Partner A lot has been written about the need for HR professional to be a â€Å"thinking performer† and a â€Å"business partner†. How can I demonstrate these two attributes within my own organisation? Let us begin by defining exactly what it is to be a â€Å"thinking performer† and â€Å"business partner†. Business Partner The very idea of being a strategic business partner was the subject of a CIPD (2004)1 survey which showed that 56% of those questioned aspired towards being considered a strategic partner. The fit of business partners into the organisation is as a combination of strategic HR and proactive HR. The same CIPD survey suggested that strategic partners are defined thus: a) Their current role profile for the HR function is perceived to be more strategic-proactive as opposed to operational-reactive b) They believe they have more involvement and influence in the business strategy process c) They are generally more positive about CEO and management perceptions of the HR function d) They spend greater time on strategy and less time on implementation of HR administration e) They place more emphasis on the HR competencies of strategic thinking, business knowledge and leadership abilities f) They perceive themselves as working for organisations in which HR performance outcomes are measured If we look at the above definitions, it appears that, a strategic business partner is combination of mind-set and the ability to spend more time on strategy. The HR Business Partner ensures that the best people solutions meet the strategic aims of the business. Ulrich defines the qualities of a HR business partner as follows: * Focus on outcomes and not process * Measure results * Help to resolve business problems * Be able to hold their own in discussion with business partners * Ensure that HR strategy is aligned with business strategy The change of HR’s role to business partner is well documented in HR publications and on HR websites. However, Lengnick Halls’ research of 1988 concluded â€Å"that there is little empirical evidence to suggest that strategic HR directly influences organisational performance or competitive advantage†. More recent research, Wright and Snell (1998) recently reviewed all of the studies attempting to demonstrate the fit b... ... advising of the internal processes that will affect delivery deadlines or payment terms. I would also recommend the development of an intranet to allow HR and business managers to get closer to employees by encouraging feedback on all aspects of employment. The intranet should be integrated with other systems to allow for easy use but any comments posted by employees should be anonymous to allow for honesty from employees. Indeed, Deloitte & Touche’s CEO and Managing Partner – John Connolly, believes that by surveying their employees on a regular basis, they have been enabled to understand what it is that drives their staff commitment to the firm. Engaging their staff is considered to be a key part of their HR strategy and to do this, they need to have a solid understanding of the issues that concern them. These are but some of the ways in which I would demonstrate my value in terms of being a business partner and thinking performer. It is my belief that all employees of our organisation should demonstrate both of these qualities in all aspects of their work to enable us to better deal with the unpredictable nature of our business, the market and our economy.