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By Barbara Kenton, Freelance HR Consultant and Director of WHooSH, Whole Systems Health, UK Jane Yarnall, Director of Skills Evolution Ltd, UK
Description Many organisations are changing the structure of some of their internal service departments such as HR and Finance, to give them a more
consultative and strategic role within the company. However, in many cases, this takes place with little thought as to how the new function
can be best established and how the individuals themselves need to change in order for it to be successful.
The book is about helping
practitioners understand what is involved in operating as a business partner within an organisation. It will help them to assess how
to make the transition from working operationally to working in a more strategic position and will equip them with the tools and techniques
to help them in their new role. For generalist HR practitioners who are about to embark on Business Partner roles, or who are struggling
to make a difference in such roles, the personal change journey can be made more difficult if people do not know what is involved, or
understand how HR Business Partners can make a positive difference to their organisation?s success. The temptation then to revert to
familiar activities can be strong and dangerous to personal and functional credibility.
The authors draw on their experience of working
with HR teams to show what being an HR Business Partner means in practice. They look at the challenges and what can be done to address
them, and provide practical insights into how to develop the skills and confidence required to really make a difference in Business Partner
roles.
Audience
HR Practitioners, OD Practitioners, Other Managers, internal & external HR consultants. Secondary academic: MBA/Postgraduate courses
Contents List of figures and tables; Foreward; Preface; Acknowledgements. 1 – Introduction: A little of the history of HR, How does the Business
Partner role compare to that of a consultant?; Background to our research approach and framework for this book; Behavioural Framework
for Business Partners. Section 1 - Shaping the Business Partnership: 2 - Positioning the partnership; What are you seeking to achieve?;
What are the cultural considerations?; Developing your marketing plan; Summary; Checklist; References. 3 - Setting up the Partnership
function: What are the options on how partnerships should be structured?; Location; Funding; Information Systems; Staffing issues; Training
and development; Summary; Checklist; References. 4 - Positioning yourself with the client: Getting in!; Client readiness and capability;
Business Partner roles re-visited; A framework for working collaboratively; Reviewing the relationship from different perspectives; Promoting
yourself; Summary; Checklist; References. Section 2 - Developing the key skills: 5 - Key Consultancy Skills; The Consultancy Cycle;
Benefits of internal consulting; The importance of contracting; What to do at the initial client meetings; Avoiding some of the pitfalls
of contracting; Summary; Checklist; References. 6 - Understanding self in the context of the organisation; Awareness of self, others
and the system as a whole; The use of Power in organisations; Networking; How else can the skills be developed?; Summary; Checklist;
References. 7 - Relationship skills; Developing rapport and empathy with your client; Establishing and maintaining trust; Building
credibility; Dealing effectively with pressures along the way; Summary; Checklist for the quality of the relationship; References.
8 - Influencing and leading change; What is the nature of change?; Dealing with ambiguity; What are the issues and implications for others
in times of change?; Influencing skills and strategies; Dealing with resistance to change; Value Added Interventions; Summary; Checklist;
References. Section 3 - Assessing your progress: 9 - Reviewing Performance; Recognising the need for closure; Guidelines for moving
on; Reviewing the effectiveness of the client-partner relationship; Reviewing the effectiveness of the project; Reviewing the effectivenss
of the Business Partnership Function; Summary; Checklist; References. 10 - Measuring your impact; Evaluating the success of the partnership;
Good practice guidelines for establishing a focus on evaluation; What models of evaluation might apply to Business Partnerships?; Traditional
HR Approaches; OD Evaluation models; Business Partnership Models; Summary; Checklist; References. 11 – Conclusions; The 4C approach
to Business Partnership; Lessons from Best Practice; Guiding Principles for the Business Partner role. Appendix A
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