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What-it-takes-to-become-a-great-hr-business-partner

What It Takes to Become a Great HR Business Partner

Get more visible. Become more involved in the organisation. Focus on the bottom line.

In this series of articles, I talk to  a range of HR Business Partners and  HR leaders about it takes to become a great HR business partner.

Some of the questions asked include :

1. What do you think it means to be an HR Business Partner today?

2. What aspects of your work do you consider to be strategic?

3. How have you been able to bring greater strategic input into your deliverables?

4. What do you consider to be the key aspects of being a great HR business partner?

5. What are some things you have done to develop a deeper understanding of the business you are in?

6. How do you balance the need to taking charge, come up with innovative ways of doing things and having the courage to question legacy systems and ways of thinking versus strictly following organisational vision?

7. What do you think is the biggest myth about being a great business partner?

8. How do you ensure you see the bigger picture ie outside the perspective of your own function? What concrete steps do you take to achieve this?

9. Do you believe that financial literacy is key to you becoming more relevant to the business? If so, how?

10. What has been key to you building better relationships across the organisation?

Featured:

Kimberly BolandKimberly Boland is currently a HR Business Partner at Schneider Electric, stretching into the world of Employee Experience Journey Mapping amongst many other HR initiatives. She partners with the executive management team and implements HR strategies, principles and processes in line with Pacific Zone HR strategies. Prior to this, Kimberly worked in the Workers Compensation industry for more than seven years, beginning at Allianz. Underpinning this operational experience, she has a Bachelor of Psychology, an MBA and is a certified Strength Profiler practitioner. Read Kimberly’s article.

Kenny TanKenny Tan is an accidental HR practitioner who declared, many years ago, that HR is a role he will never understand, let alone get into as a career.  With a background in accounting and finance, his early years were shaped by many coaches and mentors whom he had the privilege to work with. It is these experiences which have opened up his soul to what it means to be in the business of people. He sees himself as a business person handling a corporate role in an HR function. Read Kenny’s article.

 

Bernadette A MartinBernadette A Martin has extensive experience in global talent management, succession planning, organisational development, change management and executive coaching. Currently, she is the Regional Strategic HR Manager APAC, Japan and India at NCR Corporation. She is the Strategic HR Business Partner and Adviser to the leadership team for the Global Services organisation which cuts across 15 countries in the APAC, Japan and India region. Read Bernadette’s article.

 

 

 

 

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