The HR Professional as Thinking Performer and Business Partner

The HR Professional as Thinking Performer and Business Partner

A lot has been written about the need for HR professional to be a

“thinking performer” and a “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 “thinking

performer” and “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 “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...

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... 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.