Jenna Stocks’ Post

"𝐖𝐞 𝐡𝐚𝐯𝐞 𝐢𝐧𝐞𝐟𝐟𝐞𝐜𝐭𝐢𝐯𝐞 𝐇𝐑 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐏𝐚𝐫𝐭𝐧𝐞𝐫𝐬. 𝐓𝐡𝐞𝐲'𝐫𝐞 𝐭𝐫𝐚𝐧𝐬𝐚𝐜𝐭𝐢𝐨𝐧𝐚𝐥 𝐚𝐧𝐝 𝐫𝐞𝐚𝐜𝐭𝐢𝐯𝐞 - 𝐰𝐞 𝐧𝐞𝐞𝐝 𝐭𝐨 𝐦𝐚𝐤𝐞 𝐬𝐨𝐦𝐞 𝐜𝐡𝐚𝐧𝐠𝐞𝐬" This type of statement must feature at least weekly in my conversations. The skillset required to be an "effective" HR Business Partner has shifted as investment into COE capability has surged, and most organisations haven't addressed this imbalance which leaves their current HRBP team drinking from a firehose of initiatives from a swollen COE. In my experience, most organisations do want to achieve "better" HR Business Partnering, but often struggle to define what "better" actually looks like in their organisation. There is a tendency to regurgitate market research on the new skills blueprint for HR Business Partnering - 𝘸𝘩𝘪𝘤𝘩 𝘣𝘺 𝘥𝘦𝘧𝘢𝘶𝘭𝘵 𝘮𝘶𝘴𝘵 𝘥𝘦𝘵𝘦𝘳𝘮𝘪𝘯𝘦 𝘵𝘩𝘦 𝘮𝘢𝘳𝘬𝘦𝘵 𝘣𝘦𝘯𝘤𝘩𝘮𝘢𝘳𝘬 - but many organisations just aren't set up to accommodate this. Suffice to say the spectrum of HR Business Partnering in the market is huge. Rarely is one "better" than another as it's 𝘩𝘰𝘳𝘴𝘦𝘴 𝘧𝘰𝘳 𝘤𝘰𝘶𝘳𝘴𝘦𝘴. The extent of the work the team have delivered through H1 in supporting organisations to gain insight into how other business structure, incentives and utilise HR Business Partners is mammoth. Competitor analysis, HRBP skill taxonomy, capability benchmarking... some super interesting work. There is definitely an increased demand in the market for intelligence as a yardstick to work to. If you've had a similar train of thought then drop us a note as we may have some useful insight to share | E: adam.oliver@networkhr.co.uk | Network HR

𝐇𝐑 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐏𝐚𝐫𝐭𝐧𝐞𝐫 (𝐇𝐑𝐁𝐏) 𝐯𝐬 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐫: 𝐒𝐡𝐚𝐩𝐢𝐧𝐠 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐖𝐨𝐫𝐤 🌍👔 As companies grow and evolve, the roles within HR are diversifying—particularly the roles of 𝐇𝐑𝐁𝐏 and 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐫. While both are critical, their focus and impact differ significantly. So, how do these roles align with the modern needs of businesses, and what should HR professionals aim for in their career journey? Let’s explore! 𝐇𝐑 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐏𝐚𝐫𝐭𝐧𝐞𝐫: 𝐓𝐡𝐞 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭 🚀 An **HRBP** is a *strategic advisor* who collaborates with leadership teams to align HR initiatives with business goals. Their primary focus is on: ✔️ *Long-term strategy:* Building HR strategies that drive business performance. ✔️ *Data-driven insights:* Using analytics to influence decisions at the leadership level. ✔️ *Business transformation:* Acting as a catalyst for organizational change and growth. Think of the HRBP as the 𝐛𝐫𝐢𝐝𝐠𝐞 between people strategy and business objectives. They thrive in the realms of *planning, innovation, and influence*, helping organizations navigate change with agility. 🔑 𝙆𝙚𝙮 𝙎𝙠𝙞𝙡𝙡𝙨𝙚𝙩𝙨: - Strategic thinking 🧠 - Relationship management 🤝 - Data analysis 📊 𝐇𝐑 𝐌𝐚𝐧𝐚𝐠𝐞𝐫: 𝐓𝐡𝐞 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐀𝐧𝐜𝐡𝐨𝐫 ⚙️ The *HR Manager*, on the other hand, is the 𝐨𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐛𝐚𝐜𝐤𝐛𝐨𝐧𝐞 of HR. They ensure the smooth execution of day-to-day HR functions, including recruitment, compliance, and employee relations. ✔️ *Compliance and policies:* Ensuring adherence to labor laws and regulations. ✔️ *Operational efficiency:* Managing processes like payroll, benefits, and performance reviews. ✔️ *Employee relations:* Creating a positive workplace environment. HR Managers excel at 𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐜𝐨𝐧𝐬𝐢𝐬𝐭𝐞𝐧𝐜𝐲, ensuring the workforce is equipped and compliant to meet organizational goals. 🔑 𝙆𝙚𝙮 𝙎𝙠𝙞𝙡𝙡𝙨𝙚𝙩𝙨: - Process management 🔄 - Communication 📢 - HR policy expertise 📜 This dynamic partnership ensures HR remains a critical driver of business success. 𝙒𝙝𝙖𝙩’𝙨 𝙉𝙚𝙭𝙩 𝙛𝙤𝙧 𝙃𝙍 𝙋𝙧𝙤𝙛𝙚𝙨𝙨𝙞𝙤𝙣𝙖𝙡𝙨? 🌟 👉 *Upskill Strategically:* Learn advanced tools like HR analytics and change management to step into HRBP roles. 👉 *Balance Strategy with Operations:* Even as an HR Manager, develop a *strategic mindset* to future-proof your career. 👉 *Leverage Technology:* Adopt HR tech tools to automate processes and focus on higher-value tasks. 👉 *Build Relationships:* Whether you’re a partner or manager, relationships are your greatest asset. 🌏✨ Whether you aspire to be an HRBP or an HR Manager, the key is to *align your skills with business needs*. Remember, HR isn’t just a function—it’s the driver of 𝙘𝙪𝙡𝙩𝙪𝙧𝙚, 𝙞𝙣𝙣𝙤𝙫𝙖𝙩𝙞𝙤𝙣, and 𝙜𝙧𝙤𝙬𝙩𝙝. #HRLeader #HRBP #HRManager #HRTransformation #FutureOfWork Image credit : Respective owner

𝗧𝗵𝗲 𝗜𝘀𝗼𝗹𝗮𝘁𝗲𝗱 𝗜𝘀𝗹𝗮𝗻𝗱 𝗼𝗳 𝗛𝗥: In the fast-paced world of corporate strategy and dynamic business environments, the Human Resources (HR) department often finds itself perceived as an isolated island. This metaphor reflects the challenges HR faces in integrating seamlessly with the larger organizational goals and ensuring its value is recognized beyond administrative tasks. However, in reality, HR has the potential to serve as a cornerstone of organizational success, linking people strategy to business outcomes. Understanding why HR is seen as isolated and exploring solutions to bridge this gap is crucial for modern organizations. 𝗧𝗵𝗲 𝗥𝗼𝗼𝘁 𝗖𝗮𝘂𝘀𝗲𝘀 𝗼𝗳 𝗜𝘀𝗼𝗹𝗮𝘁𝗶𝗼𝗻: 𝙈𝙞𝙨𝙘𝙤𝙣𝙘𝙚𝙥𝙩𝙞𝙤𝙣𝙨: HR is often pigeonholed as the department responsible for recruitment, compliance, and employee grievances. While these are vital functions, they are only a fraction of what HR can contribute. This narrow perception limits HR’s involvement in strategic decision-making. 𝙇𝙖𝙘𝙠 𝙤𝙛 𝘼𝙡𝙞𝙜𝙣𝙢𝙚𝙣𝙩 𝙬𝙞𝙩𝙝 𝘽𝙪𝙨𝙞𝙣𝙚𝙨𝙨 𝙊𝙗𝙟𝙚𝙘𝙩𝙞𝙫𝙚𝙨 Many organizations fail to align HR initiatives with overarching business goals. When HR strategies, such as talent acquisition or employee development, are not tied to measurable business outcomes, the department risks being sidelined. 𝘾𝙤𝙢𝙢𝙪𝙣𝙞𝙘𝙖𝙩𝙞𝙤𝙣 𝘽𝙖𝙧𝙧𝙞𝙚𝙧𝙨 HR professionals often speak the language of employee satisfaction and compliance, while executives focus on metrics like revenue, profit margins, and market share. This disconnect can lead to misunderstandings about HR’s contributions. 𝙇𝙞𝙢𝙞𝙩𝙚𝙙 𝙏𝙚𝙘𝙝𝙣𝙤𝙡𝙤𝙜𝙮 𝘼𝙙𝙤𝙥𝙩𝙞𝙤𝙣 In some organizations, HR lags in adopting advanced technologies like HR analytics or AI-driven tools. This can make the department seem outdated compared to other data-driven functions like marketing or finance. 𝙍𝙚𝙖𝙘𝙩𝙞𝙫𝙚 𝙍𝙖𝙩𝙝𝙚𝙧 𝙏𝙝𝙖𝙣 𝙋𝙧𝙤𝙖𝙘𝙩𝙞𝙫𝙚 𝘼𝙥𝙥𝙧𝙤𝙖𝙘𝙝 When HR primarily responds to issues rather than anticipating and addressing future challenges, it reinforces the perception of the department as reactive and disconnected from strategic goals. 𝗧𝗵𝗲 𝗙𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝗛𝗥: 𝗔 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝘃𝗲 𝗩𝗶𝘀𝗶𝗼𝗻 The isolated island metaphor must transform into one of a bridge—a link between an organization’s workforce and its strategic goals. The HR of the future is one that not only understands but also anticipates the needs of a changing business landscape. By adopting innovative approaches, fostering strong interdepartmental relationships, and demonstrating measurable value, HR can transcend its perceived isolation and become a pivotal driver of organizational success. Organizations that recognize and support this evolution will not only unlock the full potential of their workforce but also gain a competitive edge in today’s ever-evolving business environment.

🌟 The Power of Business Partnering in HR 🌟 In today's fast-paced and ever-evolving business landscape, the role of HR has transformed significantly. Gone are the days when HR was just about payroll and policies. Today, HR stands as a strategic partner, driving organizational success and fostering a culture of continuous improvement. 🔍 What is Business Partnering in HR? Business partnering in HR involves collaborating closely with different departments to align HR initiatives with the overall business strategy. It's about understanding the unique needs and challenges of each department and working together to achieve common goals. 📈 Why is it Important? Strategic Alignment: Ensures that HR initiatives are directly aligned with the company's mission, vision, and values. Improved Performance: By understanding and addressing the specific needs of each department, HR can implement targeted solutions that boost performance and productivity. Employee Engagement: Fosters a culture where employees feel valued and supported, leading to higher engagement and retention rates. Agility and Innovation: Promotes a proactive approach to problem-solving and innovation, keeping the organization agile and competitive. 🤝 How to Excel in HR Business Partnering? Deep Understanding: Develop a thorough understanding of the business, its goals, and challenges. Build Relationships: Establish strong, trust-based relationships with key stakeholders across the organization. Be Proactive: Anticipate the needs of the business and stay ahead of potential issues. Data-Driven Decisions: Use data and analytics to inform and guide HR strategies and initiatives. Continuous Learning: Stay updated with the latest HR trends and best practices to bring innovative solutions to the table. At ATCO Group we're committed to transforming HR into a true business partner, driving success through strategic collaboration and innovative solutions. Let's continue to push the boundaries and elevate the impact of HR in our organizations! #HRTransformation #BusinessPartnering #StrategicHR #EmployeeEngagement #HRInnovation

HR is a Business Partner not an Operational Cost. This signifies a transformative shift in its role within an organization, reflecting a more strategic, value-driven, and integrated approach: 1. Strategic Alignment: HR as a business partner aligns its objectives and initiatives with the organization’s broader strategic goals. Rather than focusing solely on administrative or transactional tasks, HR actively contributes to areas such as workforce planning, talent acquisition, and succession management to help achieve long-term business objectives. 2. Value Creation and Impact: Rather than being perceived solely as an expense, HR is viewed as a vital function that drives measurable value and impact. This approach underscores HR's role in enhancing employee engagement, retention, leadership development, and organizational culture, all of which contribute to improving business performance and competitiveness. 3. Collaborative Leadership: HR operates as a core member of the leadership team, working closely with other departments to address business challenges and opportunities. By anticipating workforce needs and partnering on key initiatives, HR helps ensure that the organization has the talent and capabilities required to meet its strategic priorities. 4. Data-Driven Decision-Making: As a business partner, HR employs data analytics and insights to inform and drive decision-making, using metrics like turnover rates, engagement scores, and skill gap analyses to optimize workforce strategies. This shift moves HR from a reactive role to a proactive evidence-based contributor to organizational success. 5. Continuous Adaptation and Improvement: HR continuously evolves its practices and policies to respond to business needs and the external environment. By fostering a proactive and agile approach, HR contributes to building an adaptable, resilient, and high-performing organization.

𝗛𝗥 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗣𝗮𝗿𝘁𝗻𝗲𝗿 𝘃𝘀 𝗛𝗥 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝘃𝘀 𝗛𝗥 𝗚𝗲𝗻𝗲𝗿𝗮𝗹𝗶𝘀𝘁: 𝗪𝗵𝗮𝘁 𝗺𝗮𝗸𝗲𝘀 𝗶𝘁 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁? While some functions overlap, distinct responsibilities and perspectives set HR Business Partners (HRBPs), HR Managers, and HR Generalists apart. What makes it different? What path is suitable for you as an HR professional? 𝗪𝗵𝗮𝘁 𝗶𝘀 𝗮𝗻 𝗛𝗥𝗕𝗣? Strategic consultant: An HRBP bridges the gap between business and HR, aligning people strategies with broader organizational goals. Data-driven advisor: HRBP role analyzes metrics and trends to inform HR decisions, optimize talent management, and drive business value. 𝗛𝗥𝗕𝗣 𝘃𝘀 𝗛𝗥 𝗠𝗮𝗻𝗮𝗴𝗲𝗿: Focus: HR Managers oversee day-to-day HR operations, ensuring compliance, handling employee relations, and managing administrative tasks. HRBPs focus on strategic alignment and long-term HR initiatives. Scope: HR Managers often lead a team of specialists, while HRBPs typically work independently or with smaller teams. Decision-making: HR Managers have authority over operational decisions, while HRBPs influence and advise on strategic HR matters. 𝗛𝗥𝗕𝗣 𝘃𝘀 𝗛𝗥 𝗚𝗲𝗻𝗲𝗿𝗮𝗹𝗶𝘀𝘁: Breadth: HR Generalists are jack-of-all-trades, handling a broad spectrum of HR tasks in smaller organizations. HRBPs specialize in strategic HR and work closely with specific business units. Depth: HR Generalists may have general knowledge across HR functions, while HRBPs possess deeper expertise in areas like talent analytics and workforce planning. Partnership: HR Generalists often work independently, while HRBPs forge strong partnerships with business leaders and executives. 𝗛𝗥𝗕𝗣 𝗦𝗸𝗶𝗹𝗹𝘀 𝗮𝗻𝗱 𝗖𝗼𝗺𝗽𝗲𝘁𝗲𝗻𝗰𝗶𝗲𝘀: Business acumen: Understanding the industry, financial metrics, and competitive landscape is crucial. Strategic thinking: Aligning HR strategies with business goals and anticipating future needs is key. Communication and collaboration: Building trust and rapport with stakeholders across the organization is essential. Data analysis and problem-solving: Utilizing data to identify opportunities and develop effective solutions is vital. Change management: Leading and supporting through organizational transformation requires adeptness. By understanding these nuances, we as HR professionals can navigate career paths and find a role that leverages our strengths and aligns with their aspirations. Remember, each role plays a vital part in ensuring organizational success through effective people management. Thinking HR!

The HRBP Role The effectiveness of the HR Business Partner (HRBP) role hinges on one key factor: whether the business truly embraces HR as a strategic partner. That said, HRBPs themselves have a significant role in ensuring their success and positioning HR as an indispensable partner to the business. HRBPs are there to empower leaders to make better decisions by aligning HR strategies with the business’s goals and driving measurable impact. They support managers in building a workforce that is both engaged and aligned with the organization’s needs. However, achieving this is far more challenging without the buy-in and trust of the stakeholders HRBPs are designed to support. Without effective integration into the organization’s operations and decision-making processes, the HRBP role risks becoming purely administrative rather than strategic. So, how can HRBPs secure greater buy-in and establish themselves as valuable business partners? 1. Develop Strong Business Acumen One of the most common gaps in the HRBP role is a lack of business acumen. To be seen as a trusted advisor, HRBPs must speak the language of the business and deeply understand its operations and challenges. This means learning how the business works, what drives success, and the key obstacles the organization is facing. 2. Leverage Data and Metrics Show that HR is about more than policies and processes—it’s about measurable impact. Use data to demonstrate the value of involving HR in decision-making. A great starting point is focusing on leadership effectiveness. For example, consider how leadership quality impacts employee retention. Most employees leave jobs due to poor management. By supporting managers in improving their leadership skills and reducing turnover of high-performing employees, HRBPs can quickly prove their worth. 3. Listen and Understand the Business’s Needs Even if you believe you have the answers, it’s critical to take the time to ask questions and truly understand the business’s challenges. Building trust begins with listening. When stakeholders feel included in the problem-solving process, they are more likely to trust and support the solutions.

For too long HR teams and professionals have unsuccessfully sought to make an impact in service of being a 'business partner'. It is time for HR to let this particular dream die and embrace an identity based on expertise, evidence-based practice and genuine impact. If you are interested in understanding a bit more about the history of HR, what the evidence tells us about HR's performance in recent times and genuinely new ideas on what might be done going forward, please have a read. The article is a long one but I think you'll find it an interesting and rewarding read. I believe this 'conversation' is important enough that it deserves deep engagement. Grab your drink of choice and settle in - I hope you'll find the read rewarding and would love to know your thoughts. #HR #TalentManagement #HRBP #business #strategy #organizationdevelopment #DEI #IDEB #culture https://lnkd.in/gdBZ_4Ve

𝗛𝗥 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗣𝗮𝗿𝘁𝗻𝗲𝗿 𝘃𝘀 𝗛𝗥 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝘃𝘀 𝗛𝗥 𝗚𝗲𝗻𝗲𝗿𝗮𝗹𝗶𝘀𝘁: 𝗪𝗵𝗮𝘁 𝗺𝗮𝗸𝗲𝘀 𝗶𝘁 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁? While some functions overlap, distinct responsibilities and perspectives set HR Business Partners (HRBPs), HR Managers, and HR Generalists apart. What makes it different? What path is suitable for you as an HR professional? 𝗪𝗵𝗮𝘁 𝗶𝘀 𝗮𝗻 𝗛𝗥𝗕𝗣? Strategic consultant: An HRBP bridges the gap between business and HR, aligning people strategies with broader organizational goals. Data-driven advisor: HRBP role analyzes metrics and trends to inform HR decisions, optimize talent management, and drive business value. 𝗛𝗥𝗕𝗣 𝘃𝘀 𝗛𝗥 𝗠𝗮𝗻𝗮𝗴𝗲𝗿: Focus: HR Managers oversee day-to-day HR operations, ensuring compliance, handling employee relations, and managing administrative tasks. HRBPs focus on strategic alignment and long-term HR initiatives. Scope: HR Managers often lead a team of specialists, while HRBPs typically work independently or with smaller teams. Decision-making: HR Managers have authority over operational decisions, while HRBPs influence and advise on strategic HR matters. 𝗛𝗥𝗕𝗣 𝘃𝘀 𝗛𝗥 𝗚𝗲𝗻𝗲𝗿𝗮𝗹𝗶𝘀𝘁: Breadth: HR Generalists are jack-of-all-trades, handling a broad spectrum of HR tasks in smaller organizations. HRBPs specialize in strategic HR and work closely with specific business units. Depth: HR Generalists may have general knowledge across HR functions, while HRBPs possess deeper expertise in areas like talent analytics and workforce planning. Partnership: HR Generalists often work independently, while HRBPs forge strong partnerships with business leaders and executives. 𝗛𝗥𝗕𝗣 𝗦𝗸𝗶𝗹𝗹𝘀 𝗮𝗻𝗱 𝗖𝗼𝗺𝗽𝗲𝘁𝗲𝗻𝗰𝗶𝗲𝘀: Business acumen: Understanding the industry, financial metrics, and competitive landscape is crucial. Strategic thinking: Aligning HR strategies with business goals and anticipating future needs is key. Communication and collaboration: Building trust and rapport with stakeholders across the organization is essential. Data analysis and problem-solving: Utilizing data to identify opportunities and develop effective solutions is vital. Change management: Leading and supporting through organizational transformation requires adeptness. By understanding these nuances, we as HR professionals can navigate career paths and find a role that leverages our strengths and aligns with their aspirations. Remember, each role plays a vital part in ensuring organizational success through effective people management. For HR and Recruiters, to shorten your time in the recruitment process, you can try this website https://lnkd.in/gvS4GsxX . You can select candidates that suit the company's needs and directly approach the candidate to proceed to the interview process.

Breaking Down Silos: Building One HR Team That Delivers Value Thank you all for the overwhelming support on my recent post about creating a unified HR team focused on business priorities! Let’s dive deeper into this critical topic. From my conversations with HR leaders, it’s clear that aligning the different parts of HR is no small task. Without alignment, we risk wasting resources, duplicating efforts, and creating unnecessary conflicts. In today’s flexible, customer-driven organizations, HR must also evolve. We can’t afford to let HR become a silo—or worse, a collection of silos within the function. Uniting HR talent into one strong, cohesive team not only boosts efficiency but also creates immense value for the business and employees alike. While there are many operating models out there, Dave Ulrich’s 3-legged model of Expertise, Business Partnering, and Shared Services remains a solid framework. Yet, as many HR leaders have shared, it’s not always implemented effectively, leading to gaps in execution. Fixing this misalignment can seem like climbing a mountain, but it’s a climb worth making. Here’s where Ulrich’s research on HR effectiveness comes into play. He outlines 10 dimensions of HR effectiveness that drive value: 1. HR Reputation: Enhances employee trust and social citizenship. 2. HR Customers: Aligns with stakeholder needs and financial outcomes. 3. HR Purpose: Ensures HR is linked to strategic goals. 4. HR Design: Organizes HR for operational success. 5. Organizational Capability: Builds the skills and culture to deliver results. 6. HR Technology: Powers efficiency but requires strategic integration. 7. HR Analytics: Guides decisions through actionable insights. 8. HR Practices: Standardizes policies for consistency and fairness. 9. HR Professionals: Elevates HR’s credibility and expertise. 10. HR Relationships: The most critical factor for strategic alignment and overall success. So, why is uniting HR around business priorities so challenging? Let’s explore together. Let’s keep this conversation going—because building One HR Team is not just a goal, it’s a game-changer.