HR The Business Partner 2nd Edition by Barbara Kenton,Jane Yarnall 9781136439094 1136439099
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Authors:Barbara Kenton; Jane Yarnall , Series:Management [161] , Tags:Business & Economics; Human Resources & Personnel Management; 1856178471; 9781856178471; 9780080478395 , Author sort:Kenton, Barbara & Yarnall, Jane , Ids:Google; 9781856178471 , Languages:Languages:eng , Published:Published:Apr 2010 , Publisher:Routledge , Comments:Comments:With HR professionals increasingly expected to be “business partnersâ€, are you prepared with the skills and tools to make a positive difference to your organization? As the recognised definitive guide to the topic, HR: The Business Partner, second edition, offers practical insights to take you through the challenging process of business partnering, including: • No-nonsense description of what business partnering entails, with case studies to illustrate real-life practice • Detailed coverage of the common challenges and advice on how to overcome them • Guidance on how to develop the skills and confidence required to work effectively Covering the transition from working operationally to working strategically and the tools, techniques and skill sets needed for partnering, this inexpensive guide will help to both add real value to your business and to develop your career in business partnering. If you are aspiring to or about to embark on a business partner role, this book will provide you with ideas and inspiration for the position.  * The definitive guide to HR business partnering, written by recognised experts in the field* Takes you through the essential theory and practical application to help you develop a range of skills for building internal and external client relationships* Updated throughout with additional case studies included to illustrate fully the tools and techniques of business partnering in practice
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ISBN 10:1136439099
ISBN 13:9781136439094
Author: Barbara Kenton,Jane Yarnall
With HR professionals increasingly expected to be “business partners”, are you prepared with the skills and tools to make a positive difference to your organization? As the recognised definitive guide to the topic, HR: The Business Partner, second edition, offers practical insights to take you through the challenging process of business partnering, including: • No-nonsense description of what business partnering entails, with case studies to illustrate real-life practice • Detailed coverage of the common challenges and advice on how to overcome them • Guidance on how to develop the skills and confidence required to work effectively Covering the transition from working operationally to working strategically and the tools, techniques and skill sets needed for partnering, this inexpensive guide will help to both add real value to your business and to develop your career in business partnering. If you are aspiring to or about to embark on a business partner role, this book will provide you with ideas and inspiration for the position.
HR The Business Partner 2nd Table of contents:
Chapter 1 Introduction
A little of the history of business partnering
What does the role involve?
Business partnering as a strategic role
Business partnering as a practice
Business partnering as a formal set of skills associated with different roles
Links to culture and level of maturity of the organisation
Background to our research approach and framework for this book
Behavioural framework for business partners
Working alongside managers in the business
Self-awareness and impact
Creating and leading change
Delivering a business-focused service
References
Part 1 Shaping the Business Partnership
Chapter 2 Positioning the Partnership
What are you seeking to achieve?
What are the cultural considerations?
Systems theory and thinking
Understand current perceptions
Assess your brand image
Developing your marketing plan
Balancing organisational and individual needs
Summary
Checklist
References
Chapter 3 Setting Up the Partnership Function
What do business partners actually do?
What are the options on how partnerships should be structured?
Shared service centres
Funding
Staffing issues
Summary
Checklist
References
Chapter 4 Positioning Yourself with the Client
Challenge for existing HR personnel
Getting in!
Early impressions
Client readiness and capability
A framework for working collaboratively
Reviewing the relationship from different perspectives
Promoting yourself
Summary
Checklist
References
Part 2 Developing a Professional Edge
2a Creating and Leading Change
Chapter 5 Influencing and Leading Change
What kinds of change are you likely to be involved in?
What is the nature of change?
What are the boundaries of your role in influencing and leading change?
Dealing with ambiguity
What are the issues and implications for others in times of change?
Other aspects of change
Influencing skills and strategies
Dealing with resistance to change
Summary
Checklist
References
Chapter 6 Developing Your Thinking Style
Rational thinking – the detective’s approach
Creative thinking – the magician’s approach
Strategic thinking – the leader’s approach
So how can you develop your strategic thinking ability?
Summary
Checklist
References
2b Delivering a Business Focused Service
Chapter 7 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
Chapter 8 Managing Projects and Reviewing Performance
So what is project management?
Guidelines for moving on
Reviewing the effectiveness of the client–partner relationship
Reviewing the effectiveness of the project
Summary
Checklist
References
2c Relationship Skills
Chapter 9 Developing Self and Organisational Awareness
So what are the more advanced skills of consultancy?
Theoretical underpinning
Awareness of self, others and the system as a whole
Reflective practice
The use of power in organisations
Model
Networking
Summary
Checklist
References
Chapter 10 Interpersonal Skills and Challenges
Developing rapport and empathy with your client
Establishing and maintaining trust
Building credibility
Individual credibility
Credibility for the function
Dealing effectively with pressures along the way
Pressures stemming from the business
Pressures stemming from the business partner
Pressures stemming from the client system
Summary
Checklist
References
Part 3 Benchmarking Your Progress
Chapter 11 Measuring Your Impact
Evaluating the success of the partnership
What gets in the way?
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
Chapter 12 Case Studies
Introduction
Case study 1: DSGi business – Widening out the partnering principles
Case study 2: NHS Wirral – Moving from an operational to partnering Role: Reflections from Gemma Mcardle, HR business partner
Case study 3: English heritage from Sarah Aston, HR director
Case study 4: A high street retailer – the initial transition to business partnership
Case study 5: Cargill – an established and successful multinational business partnership from Karin Braanker, HR director for Europe and Africa
Case studies 6, 7 and 8: value added interventions
Chapter 13 Conclusions
The 4c approach to business partnership
Lessons from best practice
Guiding principles for the business partner role
Resources and Recommended Reading
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