The BOLD HR Business Partner -...

The BOLD HR Business Partner:

Karen Shellenback, Bersin by DeloitteDebbie Sehulster, HalliburtonApril 30, 2015

Beyond Generalist to Trusted Advisor

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Why Discuss the Role of the HRBP Today?

28% plan to transform HR in 1–3 years

57% want to

transform HR now

85%Of global companies

Believe they must “transform HR to meet

new business priorities” over the next 3 years

15% say will take longer


Commerce in 2015 is facing a fierce, competitive landscape:• The war for talent goes on… • Age of constant disruption and change – rapid turnover of

products, technologies, costs and processes • Global, yet local environment - varying levels of

regulations, complexities and organizational dynamics


This fierce competitive landscape:

Creates an unprecedented opportunity for HR to play a preeminent role at the highest

levels of business strategy

Demands a new business embedded HR organizational model

Requires a massive reskilling of HR professionals at all levels


STRONGLY BELIEVE THEY

HAVE A REPUTATION FOR SOUND BUSINESS DECISIONS

30%

Why Does HR Need Re-skilling?Of HR departments, only …

SUPPORT THE ORGANIZATION’

S ABILITY TO RESPOND

QUICKLY TO CHANGE

36%ADVISE TOP

LEADERSHIP ON IMPORTANT STRATEGIC DECISIONS

44%

Source: High-Impact HR: Building Organizational Performance from the Ground Up, Bersin by Deloitte 2014


BELIEVE THEIR COMPANY’S HR

SKILLS – OR LACK OF – ARE A SIGNIFICANT

ISSUE

80%

Why Does HR Need Re-skilling?Of executives …

OF NON-HR EXECUTIVES THINK HR IS READY TO

RAISE ITS GAME

7%

Source: Deloitte Human Capital Trends Report 2014 and 2015


HR has a lot of work to do on a very complex issue!


• Define the HRBP role

• Discuss challenges of current sourcing strategies

• Suggest ways to build and sustain capability– Halliburton’s College of HR

• Q&A

Our Time Today:

Build

Focus on the HRBP Role

Copyright © 2015 Deloitte Development LLC. All rights reserved.9 IMPACT 2015 THE BUSINESS OF TALENT® Copyright © 2015 Deloitte Development LLC. All rights reserved.9 IMPACT 2015 THE BUSINESS OF TALENT®

Define the HRBP Role


High level, “trusted counsel” role with a direct reporting relationship to senior executives in the lines of business

So … what is an HR Business Partner?


BusinessHR

(HRBP)

Communities of Expertise

HR Operational Services

HR CustomersDraws upon other HR groups (CoEs, HR Operational Services) to deliver required expertise and services to meet business needs

HR Business Partner:


Laser focused on the most critical business challenges

Examples: • Customer Service transformation (supporting movement from product-led to service-led organization)

• Managing large-scale cost reduction programs• Emerging markets - long-term forecast of human capital needs



Big picture perspective influenced by analytical insights

Examples: • Talent Management strategy (exiting Baby-Boomers and supporting

Generation X&Y) • Analysis of link between employee engagement and associated LoB costs

(turnover, recruitment, speed to market, etc.)



Solves problems and discovers the root cause of any issue, no matter how complex


Example: • Loss of critical customer segments – root

cause and organizational network analysis


Provides macro-level solutions that have enterprise-wide application

Examples: • Corporate restructuring, M&A, offshoring, and

divestitures • Organization design



Consulting Agility

Business Fluency

Visionary Leader

• Ability to align/capitalize business opportunities.

• Project mgmt. and delivery skills

• Change management skills

• Financial acumen• Operational experience• Global or industry insights

• Systemic thinking

• Impactful, credible and influential leader

• Ability to question• Steer through ambiguity

HRBP Models: Three Main Capabilities


• Not just because of what it is, but because of what it is NOT

• It requires letting go of past roles and making hard choices

• It takes discipline to adhere to role boundaries and handoff points

Successfully Implementing the HRBP Role is Challenging …


HRBPs should not perform:

• Employee-specific transactional work

HRBPs are NOT Generalists


HRBPs should not perform:

• Tactical work: designing and developing HR practices and programs

HRBPs are NOT CoE Specialists


Discuss challenges of current sourcing strategies


Consulting Agility

Where Are You Looking for HRBP Talent?

Business Fluency

Visionary Leader


Why is Finding Qualified HR Professionals so Hard?

HR Foundational or Technical Knowledge Consulting Agility Business Fluency Visionary Leader

• Homogenous HR with mismatched skills • 70 percent of HR professionals do not have

a degree in HR or business

• Lack of professional development in specialties needed for HRBP success –only 11 percent report “excellent” HR development initiatives

• Lack of programs preparing HR staff to deliver programs aligned with business needs – 41 percent weak, only 12 percent excellent

Source: Deloitte 2015 HCM Trend Report, Bersin by Deloitte HR Factbook, 2011

Homogenous HR


Why is Finding Non-HR Talent so Hard?

HR Foundational or Technical Knowledge Consulting Agility Business Fluency Visionary Leader

• Continued focus on the overall transactional nature of HR discourages potential newcomers to try a career in HR

• Compensation scale in some industries can limit senior leader interest

• Lack of clear growth path into and out of HR –newcomers are not sure how an experience in HR will help build a successful career

External Pool


Build and Sustain HRBP Capability


Senior level position with hard to find

skill requirements

… requires a sourcing and

development plan


Meet the Challenges Ahead!Create a Prioritized Sourcing and Development Plan

• Assess: • capabilities needed for your particular company, industry,

geography, etc. to achieve required business goals and objectives• current capability strengths among the HR and HRBP team• current capability gaps among the HR and HRBP team

• Create: • prioritized sourcing strategy and talent pool sustainability plan

• internal and external talent


External Sourcing and Sustainability Strategies• Non-HR Professionals

• General management, operations, finance, management consultants, analysts, etc.

• Professional/executive networks • Collaborate with MBA,HRBP/HR and PMP

certification programs • Non-HR university graduates – entice by

focusing on growth opportunities

• HR Professionals• HR, TM or OD consultants• Corporate HRBPs or OD staff

= sustainable practice


Internal Sourcing &Sustainability Strategies• Non-HR Professionals

• Operational leaders with consulting background• Executive networks and executive advisory

councils • Cross-functional project teams

• HR Professionals• HR professionals with consulting and operational

experience• HRBP HIPO Program



Meet the Challenges Ahead!Consider Building Internal HRBP Capabilities

• Create: • comprehensive HRBP development program

• Internal HR Academy



Thank You!

Karen ShellenbackResearch Manager, TM & HR ResearchBersin by Deloitte, Deloitte Consulting [email protected]/karenshellenback

mailto:[email protected]

http://www.linkedin.com/karenshellenback

This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor.

Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

About DeloitteAs used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Copyright © 2015 Deloitte Development LLC. All rights reserved.Member of Deloitte Touche Tohmatsu Limited

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