HR Business Partner
In creating a value for HR through the people, the effort must begin from operational to strategic, qualitative to quantitative, policing to partnering, short-term to long-term, administrative to consultative, functionally-oriented to business-oriented, internally-focused to externally and customer-focused, reactive to proactive and activity-focused to solutions-focused. In particular, the capability of the HR manager to hone a high-commitment, a high-performance and high-involvement workforce transcends towards a competitive edge to boot. It is worth noting that the notion of an effective HR manager greatly differs in the way people perceived an effective modern HR manager. There was a steady linkage between best practices and business performance and that these benchmark HR managing practices can be applied to any organization.
From an organizational perspective, the fast-paced organizational changes necessitate the need for pro-active and process-oriented HR managers since much of the responsibilities and controls are vested within them. The growing need to readily adopt policies to strategies must mean splitting broad managerial functions into specific areas of responsibility. The new HR managers’ role extends beyond the traditional HR applications like staffing, reward systems and performance review. Their novel roles now involves recruiting, hiring, training, organizational development, communication, performance management, coaching, policy recommendation, salary and benefits, teambuilding, employee relations and leadership. Nevertheless, there are three additional roles for HR managers and these are employee advocates, change champion and strategic business partners.
As employee advocates, the HR manager’s tasks are centered on creating and establishing a work environment wherein people will choose to be motivated, contributing and happy. To foster an effective method towards goal-setting, communication and empowerment through responsibility is to build the sense of ownership amongst the employees. Thus, a competence and committed organizational culture and climate stems from a competent and committed workforce. And who better provide this than an equally competitive, committed and effective HR manager. Through this, the HR manager not only motivates their people but also provides employee development opportunities and assistance.
Further, the knowledge about and the ability of HR managers to execute successful change strategies within the organizations make them exceptionally valued. Since changes minimizes employee dissatisfaction and resistance to change, HR managers must efficiently deliver HR practices through promoting and identifying organizational mission, vision, goals and objective as well as applying this on everyday activities. HR managers must serve to fulfill action plans, manage transformation and ensure capacity for change as well.
When it comes to being strategic business partners, business partnership between the organization and the HR managers are more facilitative and aims at developing self-sufficiency. One of the advantages of this model is the close integration of HR functions with the business though role definitions might get blurry along the way. Another is its application in smaller organizations compared to larger companies as this was perceived as added strategic value unless individuals will assert their respective roles. Notably, this model is embedded on ideologies that hinder sound collaboration. One should observed that business partner models for HR seek for a strong working relationship with the line, good knowledge of local business issues, intelligent clients who value consultation processes, an ability to access strategic issues, clear role boundaries with transactional HR and an ability to pull in expertise when required. In essence, it is necessary to answer ‘who does who’ and ‘what does what’.
To serve a valuable business strategy, HR managers need to acquire knowledge, skills, abilities and personalities necessary to be competent in this field. Personal such as flexibility and adoptability and technical skills are much-needed through increasing their knowledge on HR policies and processes while ensuring legislative and company policy compliance. Influencing skills are also looked-for as well as people management skills. In addition, political skills may be considered. HR managers are required to have broad knowledge of the company’s business, either internal or external, and must act on achieving a knowledge-centric culture.
Though HR managers are also subject to ethical criticisms and HR manager’s reputation always on a juggle, still they must behave and find ways to increase their abilities in recognizing moral issues and developing their moral sensitivities. This reflects in everyday operations and the harmonious climate in the workforce. As argued, the fact the ‘good’ is ‘right’ and ‘right’ is morally accepted must be weighed by the HR managers in decision-making. Moreover, the professionalism of HR managers based on ‘personality’ must be measured through contingency models instead of a ‘fit-in’. The humane aspect of HR managers is always criticized; therefore, management must choose managers that can initially align their personality to internal culture and climate.
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