Have an HRBP framework but still doing work that you used to do? Know about HRBP but don't know how to start? Have an HRBP framework that lacks internal buy in? Learn to drive industry leading best practices from the horse's mouth. Learn better #HRBP

1.
1
PROJECT
REPORT
BY
GROUP
16
EPHRM-IIM Calcutta - Batch 05 - 2014-15
Member
Name
Student
ID
Abhinandan
Chatterjee
2228569
Bhagwat
Mondal
2228608
Maithili
Choudhary
2228730
Mugdha
Vartak
2228595
Tejas
Bhatt
2228658
Yeshwinder
Singh
Patial
2228547
Project Report
IIM-C / EPHRM 05 – Project Work
Title:
Aligning HR & Business Strategy to impact
bottom line through the HRBP framework
Group
No.
16
Members

2.
2
PROJECT
REPORT
BY
GROUP
16
INDEX
Content Pg. No
COVERPAGE
AND
INDEX
(TEAM
MEMBER
DETAILS)
01
REPORT
CONTENT
Context
03
Overview
and
project
description
04
Project
and
research
objectives
06
Research
methodology
and
sample
survey
questionnaire
07
Report
highlights
09
Survey
findings
(quantitative)
10
Survey
findings
(qualitative)
12
Learning
and
Conclusion
18
Validation
&
Recommendations
19
Citations
&
Sources
24
Disclaimer
24

3.
3
PROJECT
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16
Context
In
the
rapidly
changing
HR
landscape
today,
the
role
of
HR
has
evolved
from
being
a
people
process
and
compliance
owner
to
the
custodian
of
culture.
Culture
that
eventually
becomes
one
of
the
biggest
drivers
of
performance
for
any
organization.
In
the
People
Matter’s
–
State
of
the
CHRO
survey
–
2015,
when
asked,
the
CEO’s
and
business
leaders
shared
that
they
expected
HR
to
do
the
following3
:
The
question
in
point
here
is
whether
HR
is
prepared
to
take
on
this
role?
In
many
tenured
organizations,
HR,
even
today
is
a
compliance
driver
where
ER/IR
plays
larger
roles
and
most
interactions
with
the
business
are
merely
transactional.
An
HR
generalist
is
tasked
with
the
responsibility
to
keep
all
measurable
items
in
check
for
ISO
(or
any
internal
metric)
where
he
can
take
help
from
SME’s
in
the
areas
of
Comp
&
Ben,
Payroll,
SAP
and
Internal
Process
Owners
like
PMS,
Retention,
Attrition
etc.
This
is
a
heavily
‘What’
focused
process
with
little
to
no
stress
on
the
‘Why’
of
things
at
the
ground
level.
4
While
I
would
not
stereotype
any
particular
industry
/
organization,
this
list
of
transactional
HR
driven
companies
includes
very
renowned
and
credible
brands.
This
raises
a
second
question
–
If
everything
can
remain
fine,
business
can
grow
even
with
the
transaction
approach,
what
is
the
problem?
…
let
it
be!
A
lot
of
professionals
in
the
fraternity
believe
‘if
it
is
not
broken
–
why
fix
it?’
However,
in
the
• Be
open
to
take
up
Non-­‐HR
Roles
• Keep
culture
above
compliance
while
being
business
focused
• Understand
P&L
and
revenue
generating
practices
• Take
non-­‐HR
projects
consistently
to
stay
abreast
with
business
ground
realities

4.
4
PROJECT
REPORT
BY
GROUP
16
VUCA
times,
they
are
the
ones
at
risk
of
falling
prey
to
the
dynamism
and
irrational
approaches
that
the
markets
are
beginning
to
demonstrate.
Compliance
is
no
longer
the
core
deliverable
for
HR,
it
is
commitment,
culture
and
credibility.
These
are
the
reasons
why
the
HRBP
framework
evolved
based
on
work
of
HR/
Management
thinkers
like
Dave
Ulrich.
The
objective
is
to
provide
strategic
people
support
to
the
business
so
that
I
could
deliver
what
it
has
to
irrespective
of
what
the
environment
allows.
Or
at
least
that
is
the
idea.
However,
like
with
any
good
idea
–
there
are
people
who
know
what
is
to
be
done
and
there
are
people
who
understand
why!
Many
companies
have
renamed
their
HR
teams
as
HRBP
but
don’t
seem
to
be
doing
anything
needed
to
make
a
true
HRBP.
On
the
other
hand,
some
players
have
stuck
to
the
older
names
but
evolved
roles
meaningfully.
This
report
analysis
these
approaches
and
recommends
further
actions.
5
Overview
As
a
part
of
EPHRM
Coursework
we
are
designated
to
conduct
and
deliver
a
meaningful
HRM
related
project
through
a
real
time
research
and
analysis
activity.
The
intent
of
this
activity
is
to
help
the
group
take
learning
from
the
course
into
action
and
implement
the
same.
To
ensure
a
relevant
and
practical
project,
on
the
lines
of
strategic
HRM,
we
have
selected
the
link
between
HR
implementation
in
organizations
and
business
strategy.
This
document
highlights
our
statement
of
intent.
Project
Description
Problem
Statement:
Our
project
evaluates
the
traditional
HR
Support
System
(IR/HR
Operations
Framework)
against
the
contemporary
HRBP
(Human
Resource
Business
Partner)
System
and
recommends
meaningful
implementation
strategies
as
the
group
felt
the
HRBP
to
be
not
adequately
functional
at
many
reputed
organizations.
As
a
group
we
felt
that
in
the
near
future,
HR
credibility
will
significantly
depend
on
its
ability
to
deliver
relevant
business
outcomes
in
a
more
direct
manner
going
beyond
the
simple
administrative
tasks.

5.
5
PROJECT
REPORT
BY
GROUP
16
Some
of
the
key
thoughts
that
formed
the
base
for
this
perspective
were
(Problem
Statement
Description):
• The
economic
environment
across
the
globe
is
very
dynamic
and
has
witnessed
a
dramatic
turn
of
events
in
which
companies
like
Blackberry
soared
to
prominence
and
very
soon
made
to
bite
the
dust
by
agile
and
innovative
organizations
like
Apple
and
Samsung.
• These
swift
and
momentous
change
demand
the
organization
to
learn
and
evolve
at
a
very
fast
pace.
This
puts
a
very
stiff
requirement
on
human
capital
of
the
organization
for
continuous
learning,
thus
forcing
the
organization
to
create
right
ecosystem
for
learning
and
growth.
Along
with
the
senior
management
the
function
that
plays
a
pivotal
role
in
addressing
the
above
is
Human
Resources
(HR)
• While
some
organizations
have
made
the
critical
shift
in
the
role
of
HR
from
being
an
administrative
department
to
a
Business
Partner,
there
by
playing
a
vital
role
in
the
growth
of
company
and
realization
of
its
future
plan;
there
are
few
organizations
where
the
role
of
HR
remains
as
a
glorified
administrator
despite
being
termed
as
HR
business
partner.

6.
6
PROJECT
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16
Project/Research
Objectives
While
progressive
organizations
demand
HR
to
play
a
consultative
role
by
providing
an
array
of
solutions
to
a
particular
challenge
and
adopt
a
partnership
approach
in
implementation.
This
warrants
a
change
in
the
mindset
of
the
business
as
well
as
HR
fraternity
to
play
diverse
roles
that
expects
not
only
to
have
a
holistic
perspective
aligned
to
business
direction
but
also
an
acumen
to
understand
the
pulse
of
employees,
thus
making
it
complex
and
challenging
to
discharge
an
HR
role.
Therefore,
the
learning
objectives
of
this
project
are
to:
● Identify
HR
Ops
Vs.
HRBP
system
efficiencies
to
understand
the
limitations
of
both
models
from
real-­‐time
practitioners
● Evaluate
the
business
expectation
and
delivery
gaps
in
the
HR
Ops.
System
as
compared
to
the
HRBP
system
● Define
HRBP
efficiencies
and
benchmark
business
relevant
HRBP
implementation
through
quantitative
on
implementation
data
from
5
diverse
organizations
● Collate
qualitative
HRBP
implementation
shortcomings
and
best
practices
from
10
influential
business
leaders
across
social
platforms
to
generate
a
credible
list
of
practical
action
items
● Help
create
a
process
note
that
could
drive
the
HRBP
as
a
practical
solution
for
aligning
people
and
business
strategies
in
organizations
from
the
ground
up
Project
Outcomes
• A
structured
process
for
HRBP
implementation
• A
plan
of
action
endorsed
by
industry
leaders
&
practitioners
• Closures
for
gaps
in
current
implementation
systems
• Data
and
analysis
to
sustain
the
finding
s
and
make
them
both
reliable
and
valid

7.
7
PROJECT
REPORT
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GROUP
16
Research
Methodology
Research
Methodology
was
built
around
a
questionnaire
designed
to
capture
a
set
of
distinct
elements.
These
were
done
through
verbal,
written
and
online
surveys.
Further
validation
was
done
where
required.
Research
Methodology
Breakup:
● Online
&
Empirical
Research
data
referencing:
Leverage
on
existing
research/survey
(HBR/People
Matters/
HR
MAG/CEB
Archives)
to
drive
validation
for
our
assumptions
and
findings
● Current
data
from
10
organizations
to
track
expectation
vs.
execution
of
the
HRBP
model
to
identify
gaps
and
ground
level
challenges
(4
were
committed
in
synopsis)
● Leader-­‐Speak
(Qualitative
Data
analysis):
Interview
10
key
business
leaders
/
practitioners
to
understand
the
executional
gaps,
challenges
and
best
practices
(03
were
committed
in
synopsis)
Online
Research
And
Data
Referencing
Case
analysis
of
real
time
organizations
Qualitative
Analysis
Leader-­‐Speak
(Qualitative
Data
analysis)
Project
Endorsement
by
industry
leaders
Social
Media
Based
Survey
to
collate
trends
Sample
Questionnaire
Key
questions
used
on
the
questionnaire
for
online,
verbal,
written
and
web
surveys.
• Q.1.
What
is
the
HR
structure
that
operates
in
your
unit?
• Q.2.
Do
you
have
dedicated
HR
team
for
specialized
roles
(Talent
Management,
Competency
Development,
Leadership
Development,
Organization
Development,
Compensation
&
Benefits).
If
yes
please
specify
the
role
and
no.
of
HR
people
• Q.
3.
Do
you
have
generalist
HR
role
(those
not
getting
covered
in
question
no.
2).
If
yes
please
specify
the
total
number
of
employees
they
service

8.
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PROJECT
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GROUP
16
• Q.4
Please
tick
the
activities
that
generalist
HR
undertakes
• Q.5.
Please
tick
the
top
five
skills
required
for
Generalist
HR
• Q.6.
What
Business
Metrics
does
your
organization
implement
in
order
to
assess
the
overall
workforce
effectiveness?
• Q.7.
What
is
the
nature
of
business
of
your
organization
• Q.8.
As
a
HR
practitioner,
what
is
your
understanding
of
HRBP
framework?
• Q.9.
Do
you
think
that
other
departments/functions
value
the
HR
department
for
its
contribution
to
business?
If
yes,
how?
• Q.10.
After
re-­‐defining
HR
generalists
as
“Business
Partners”,
what
changes
happened
in
that
role?
• Q.11.
Do
you
think
your
senior
HR
Leadership
plays
important
role
in
the
overall
Business
Decision
Making
process?
• Q.12.
In
order
to
make
the
HRBP
role
more
effective,
has
your
HR
department
pursuing
any
research
work?
• Q.13.
According
to
you
what
are
the
major
challenges
faced
by
HRBP
today
and
how
they
can
be
addressed
in
the
coming
years?
• Q.14.
After
implementing
HRBP
as
a
practice
what
significant
changes
do
you
see
in
the
organization
and
corporate
governance?
• Q.15.
Given
the
current
business,
market
and
cultural
conditions,
do
you
think
HRBP
is
a
better
framework?
All
the
analysis
has
been
done
on
the
basis
of
answers
to
these
questions
shared
by
18
prominent
and
in-­‐practice
HR
professionals
from
15
different
organizations.
Along
with
these
questions,
the
following1
context
was
also
shared
with
the
respondents:

9.
9
PROJECT
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16
Brief
on
HRBP
role
Human
Resource
Business
Partner
(HRBP)
is
a
role
which
acts
as
an
interface
between
Management,
Employees
and
specialized
HR
roles
(compensation,
recruitment,
talent
management
etc.).
The
role
“partners”
with
business
/
projects
to
design
and
strategize
employee
engagement
interventions.
Brief
on
Line
HR
role
Line
HR
is
a
role
that
performs
end
to
end
HR
activities
like
Recruitment,
Performance
Appraisal
and
Compensation
etc.
for
a
specific
business
unit
in
consultation
with
Corporate
HR
that
designs
HR
policies
and
process
at
an
organization
level.
All
questions
were
answered
based
on
the
above
context
in
mind.
Report
Highlights
Total
Respondents
10
Core
HR
+
03
Tech
/
Service
leaders
+
02
Operations
Leads
+
3
CEO/MD
=
18
(Primary
Research)
Companies
Approached
Adding
NBFC
Form,
Seed
Infotech,
I
Train
Consultants,
HWW,
Arvind,
Hitachi,
Accenture,
Cognizant,
Gujrat
SteelCo,
Mphasis,
IERF,
One
of
the
Big
4
Consulting
Firms,
Thermax
Company-­‐Type
Breakup
Companies
with
HR
General
/
Ops
Framework
–
09,
Companies
with
HRBP
Framework
–
07,
Companies
with
no
formal
HR
team
-­‐
02
Survey
Dates
June
1
2015
till
June
25
2015
Research
Tools
Qualitative
(Subjective,
Interpretive,
Exploratory)
Tools
used
:
In
depth
Interviewing
/Focus
Groups
/Participant
Observations/
Projective
Techniques/Historical
Research
Review
External
Resources
CEB
Journals,
People
Matters
Research
(Articles
&
2015
State
of
the
CHRO
Report),
Images
from
–
Image
Bank
ITC
Disclaimer:
Most
company
representatives
shared
challenges
on
the
condition
of
anonymity;
the
comments
have
been
generalized
to
ensure
that
company
details
are
kept
confidential

10.
10
PROJECT
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16
Survey
Findings
(Key
Graphics)
Fig.
1.1
This
graph
demonstrates
what
the
respondents
shared
about
the
quality
of
deliverables
visible
through
both
models
in
a
traditional
setup
on
a
scale
of
0-­‐10
for
effectiveness
(10
being
highest)
Inferences
• 5
out
of
5
professionals
surveyed
shared
that
the
HRBP
framework
is
superior
to
HR
Ops
framework
in
addressing
strategic
HR
needs
of
a
business
• 4
out
of
5
professionals
surveyed
found
the
HRBP
framework
more
business
relevant
and
practical
in
todays
environment
than
HR
Ops
• 3
out
of
5
professionals
surveyed
shared
that
Legal
and
Transactional
deliverables
were
the
only
areas
where
the
HR
Ops
System
was
superior
to
the
HRBP
System
• 2
out
5
professionals
surveyed
shared
that
their
organizations
have
not
formally
moved
to
an
HRBP
framework
but
are
following
a
ration
of
1
:
300
HR
–
Employee
Ratio
consistent
with
the
HRBP
framework
for
grievance
handling

11.
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PROJECT
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Survey
Findings
(Key
Graphics)
Fig.
1.2
This
graph
demonstrates
what
the
respondents
shared
about
impact
of
HRBP
vs.
HR
Ops
approach
on
various
HR
key
performance
areas
and
industrial
set-­‐up’s
on
a
scale
of
0-­‐10
for
task
efficacy
(10
being
highest)
Inferences
• 5
out
of
5
professionals
surveyed
shared
that
the
nature
of
work
/
setup
was
a
key
factor
in
deciding
which
approach
would
work
better
• 4
out
of
5
professionals
surveyed
mentioned
that
HRBP
setup
was
more
suitable
for
mature
organizations
in
the
corporate,
consulting,
progressive
and
modern
industries
• 3
out
of
5
professionals
surveyed
shared
that
IR/ER
or
Plant
audiences
were
better
off
with
HR
Ops
framework
• 2
out
5
professionals
surveyed
shared
that
HRBP
has
strategic
advantages
but
transactional
limitations
i.e.
HRBP
cannot
function
without
traditional
HR
Ops
roles
to
support
transactional
roles

12.
12
PROJECT
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16
Research
Findings
(Cumulative
Answers)
Consolidated
answers
to
all
questions
asked
during
the
survey
to
the
focus
group
Question
1
Cumulative
Answer
Findings
What
is
the
HR
structure
that
operates
in
your
unit?
50%
-­‐
HRBP
Framework
40
%
-­‐
HR
Traditional
Framework
10
%
-­‐
No
set
HR
structure
–
Functional
only
Question
2
Cumulative
Answer
Findings
Do
you
have
dedicated
HR
team
for
specialized
roles
(Talent
Management,
Competency
Development,
Leadership
Development,
Organization
Development,
Compensation
&
Benefits).
If
yes,
please
specify
the
role
and
no.
of
HR
people
90%
-­‐
Yes
50%
-­‐
Talent
Management,
Compensation
&
Benefits,
HR
Operations
30
%
-­‐
Analytics,
HRBP,
10
%
-­‐
Line
managers
manage
most
of
these
elements
Question
3
Cumulative
Answer
Findings
Do
you
have
generalist
HR
role
(those
not
getting
covered
in
question
no.
2).
If
yes
please
specify
the
total
number
of
employees
they
service
80%
-­‐
Yes
–
1
:
350
Ratio
20
%
-­‐
No
–
HRBP
is
the
single
touch
point

13.
13
PROJECT
REPORT
BY
GROUP
16
Research
Findings
(Cumulative
Answers)
Question
4
Cumulative
Answer
Findings
Please
tick
the
activities
that
generalist
HR
undertakes
:
Recruitment,
Manpower
planning,
Payroll
Management,
Employee
Engagement,
Grievance
Resolution,
Employee
connect,
HR
Policy
and
Process
(PMS,
Retention
strategies)
interpretation
and
application,
Training
and
development,
exit
50%
-­‐
For
HR
generalist
and
Non
HRBP
approach
-­‐
Recruitment,
Manpower
planning,
Payroll
Management,
Employee
Engagement,
Grievance
Resolution,
Employee
connect,
HR
Policy
and
Process
(PMS,
Retention
strategies)
interpretation
and
application,
Training
and
development,
exit
50
%
HRBP
oriented
systems
say
that
either
generalists
or
SME’s
are
employed
to
manage
Attendance
and
Payroll
Management,
HR
Policy
and
Process
(PMS,
Retention
strategies)
interpretation
and
application,
Training
and
development
(Delivery),
Question
5
Cumulative
Answer
Findings
Please
share
the
top
five
skills
required
for
Generalist
HR?
Operational
know
how
Business
Understanding
Problem
Solving
Employee
Engagement
&
Communication
Question
6
Cumulative
Answer
Findings
What
Business
Metrics
does
your
organization
implement
in
order
to
assess
the
overall
workforce
effectiveness?
100%
said
Employee
Engagement
/
Satisfaction
70
%
Productivity
Ratio
50
%
Attrition
/
Exit
Data
30
%
said
cost
benefit
ratio

14.
14
PROJECT
REPORT
BY
GROUP
16
Research
Findings
(Cumulative
Answers)
Question
7
Cumulative
Answer
Findings
What
is
the
nature
of
business
of
your
organization
?
40%
Service
30%
Technology
20%
IT
10%
Hospitality
Question
8
Cumulative
Answer
Findings
As
a
HR
practitioner,
what
is
your
understanding
of
HRBP
framework?
When
applied
in
true
sense,
the
HRBP
framework
can
add
tangible
value
to
the
bottom
line
It
is
the
way
ahead
when
trying
to
align
HR
and
Business
as
part
of
an
unified
strategy
A
lot
of
companies
seem
to
have
adapted
this
for
the
name-­‐sake
but
do
not
implement
with
management
alignment
and
buy-­‐in
HR
acts
as
a
conduit
between
the
Executive
Committee
(Management)
and
the
Lawyers/
Support
Staff.
HR
can
always
suggest
ideas,
etc
but
the
final
nod
comes
from
the
management.
More
importantly,
the
HR
manager
must
educate
and
inform
the
management
on
certain
issues
from
a
“people
point
of
view”
which
sometimes
is
lacking
as
the
management
usually
takes
a
business-­‐centric
approach.
Question
9
Cumulative
Answer
Findings
Do
you
think
that
other
departments/functions
value
the
HR
department
for
its
contribution
to
business?
If
yes,
how?
Most
departments
still
look
at
HR
as
a
transactional
support
team
–
‘Call
them
when
we
need
to
hire
someone!’
HR
acts
as
a
conduit
between
the
Executive
Committee
(Management)
and
the
Lawyers/
Support
Staff.
HR
can
always
suggest
ideas,
etc
but
the
final
nod
comes
from
the
management.
More
importantly,
the
HR
manager
must
educate
and
inform
the
management
on
certain
issues
from
a
“people
point
of
view”
which
sometimes
is
lacking
as
the
management
usually
takes
a
business-­‐centric
approach.

15.
15
PROJECT
REPORT
BY
GROUP
16
Answer
9
(Continued)
On
a
scale
of
10
(if
10
is
high),
I
think
it’s
about
7/10;
a
general
perception
is
that
HR
is
a
“cost
centre”
but
the
reality
is
that
only
key
people
differentiate
a
company
from
its
competitors.
HR
can
have
a
significant
impact
on
a
company
which
can
be
measurable
too.
With
Tools
like
organizational
restructure,
job
redesign
and
competency
model
development,
we
were
able
to
more
effectively
align
our
different
functions
to
the
changing
business
realities.
Question
10
Cumulative
Answer
Findings
After
re-­‐defining
HR
generalists
as
“Business
Partners”,
what
changes
happened
in
that
role?
More
strategic
role
than
transactional
and
administrative
role
Transactional
activities
have
been
replaced
by
business-­‐enhancing
activities
Earlier
it
was
HR
representative
-­‐
now
People
Advisor….providing
HR
support
to
process
and
mainly
advising
the
business…employee
engagement
support...more
of
a
advisory
function/
role
now
While
the
designation
may
have
changes,
many
a
placed
still
seem
to
do
the
same
job
as
HR
Generalists
would
do.
HRBP
implementation
is
a
bit
of
a
challenge
still
as
the
understanding
is
limited.
Question
11
Cumulative
Answer
Findings
Do
you
think
your
senior
HR
Leadership
plays
important
role
in
the
overall
Business
Decision
Making
process?
Their
role
is
gradually
expanding
in
the
overall
scheme
of
business
decisions.
HR
plays
very
important
role
in
business
decision
making
HR
Leaders
are
now
being
taken
seriously
for
adding
their
perspective
in
an
organization's
future
course
of
actions
Yes,
HR
leadership
has
a
very
important
role
to
play
in
overall
business
decision
making
process.
By
forecasting
critical
social,
statutory
and
people
trends,
leading
the
organization
in
implementing
programs
that
have
buy-­‐in
from
the
stakeholders
and
really
matter
to
the
business.

16.
16
PROJECT
REPORT
BY
GROUP
16
Research
Findings
(Cumulative
Answers)
Question
12
Cumulative
Answer
Findings
In
order
to
make
the
HRBP
role
more
effective,
has
your
HR
department
pursuing
any
research
work?
We
have
collaborated
with
Consultancy
firms
for
assessing
the
organizational
climate
We
have
in
on
the
job
training,
discussions,
coaching
sessions
which
take
place
to
make
HRBP
role
more
effective.
HR
department
partners
with
various
HR
forums
to
find
out
what
works
well
for
our
organization.
Internal
brainstorming
sessions
within
the
function
as
well
as
delivery
groups
for
continues
improvement.
Question
13
Cumulative
Answer
Findings
According
to
you
what
are
the
major
challenges
faced
by
HRBP
today
and
how
they
can
be
addressed
in
the
coming
years?
Major
Challenge
is
maintaining
the
balance
to
achieve
Business
Objectives
with
Cost
effective
with
Result
Driven
professionals.
Keeping
engaged
workforce
to
serve
business
better.
This
challenge
can
be
addressed
by
involving
members
and
giving
them
ownership
to
execute
the
tasks.
HRBP
should
have
better
business
understanding
and
foresight
to
see
longer
term
impact
of
the
decisions.
Aligning
business
objectives
(typically
ruthless)
and
softer
issues
like
employee
engagement
or
work-­‐life
balance
etc.
Involvement
of
HRBP
at
the
level
of
long
term
strategic
decision
marking
could
bring
more
clarity
for
balancing
such
conflicting
objectives.
HRBP
role
if
conceptualized
better
can
be
effective,
however
today
the
role
empowers
in
limited
scope
and
the
HR
personnel
is
not
completely
grooved
into
the
day-­‐today
business
challenges.

17.
17
PROJECT
REPORT
BY
GROUP
16
Question
14
Cumulative
Answer
Findings
After
implementing
HRBP
as
a
practice
what
significant
changes
do
you
see
in
the
organization
and
corporate
governance?
Lean
&
Mean
Organization
with
a
talented
workforce
committed
in
addressing
customer's
needs
Talent
will
be
the
competitive
advantage
of
the
company
System
oriented
and
professionally
managed
organization
Value-­‐added
HR
contributions
in
business
activities
Question
15
Cumulative
Answer
Findings
Given
the
current
business,
market
and
cultural
conditions,
do
you
think
HRBP
is
a
better
framework?
HRBP
institutionalizes
a
strategic
and
business
partnering
approach
in
resolving
all
issues.
It
truly
believes
in
the
saying
Ëmployees
First,
Customers
Second
HRBP
will
enable
HR
Leaders
to
play
a
pivotal
role
in
shaping
an
organization's
culture,
best
practices
and
a
place
of
innovators.
HRBP
works
better
in
companies
whose
Senior
Management
wants
to
be
a
global
cutting
edge
provider
of
services/products
.
Yes
HRBP
is
a
better
framework.
Answer
13
(Continued)
HRBP
role
if
conceptualized
better
can
be
effective,
however
today
the
role
empowers
in
limited
scope
and
the
HR
personnel
is
not
completely
grooved
into
the
day-­‐today
business
challenges.
Senior
Leadership
needs
to
view
HR
as
a
valued
resource
than
a
cost
center.
Only
then
HR
can
have
the
freedom
truly
implement
employee-­‐
friendly
initiatives

18.
18
PROJECT
REPORT
BY
GROUP
16
What
we
learnt?
Conclusion
and
Recommendations
• Most
leaders
(respondents)
shared
that
the
market
is
asking
for
a
business
driven
approach
to
HR
instead
of
a
compliance
driven
approach
to
HR
and
therefore
the
HRBP
framework
is
a
good
option
to
move
ahead
with
5
• While
most
appreciated
the
HRBP
framework,
they
also
raised
concerns
over
the
quality
of
implementation
which
they
felt
is
key
to
the
framework
• A
prominent
point
of
discussion
was
whether
the
organization
is
ready
for
the
HRBP
framework.
For
a
traditional
and
conservative
culture
driven
organization
–
HRBP
is
nothing
but
a
set
of
random
letters.
Only
organizations
where
the
management
teams
value
the
HR
team
as
a
strategic
asset
and
consults
meaningfully
for
business
decision
making
should
even
try
to
implement
this
framework
• HRSP
(Strategic
Partner)
is
typically
meant
to
be
a
Sr.
VP
level
professional
followed
by
a
HRBP
(A
Manager
to
GM
level
professional)
suited
for
site
wise
/
functional
charge
supported
by
either
HR
Generalists
/
Functional
SME
(Frontline)
level
is
the
right
make
up
of
the
team.
A
lot
of
organizations
are
going
for
the
easier
route
instead
of
the
effective
route
be
simply
generalist
HR
managers
as
HRBPs
which
is
unlikely
to
yield
results
• Whether
HRBP
or
Generalist,
the
business
is
asking
HR
to
get
more
involved
form
a
performance
standpoint
instead
of
a
compliance
standpoint.
Whatever
the
role
may
be
called,
if
this
need
is
not
met,
the
role
of
HR
is
bound
to
become
counterproductive
over
time.

19.
19
PROJECT
REPORT
BY
GROUP
16
Validation
&
Recommendations
How
to
become
a
successful
HRBP?
Excerpts
from
report
by
CRF
Research
1. Many
organizations
are
struggling
to
make
business-­‐partnering
work
effectively–
be
that
in
applying
the
Ulrich
model
or
how
they
interpret
its
roles,
structure
and
outputs.
Difficulties
include
uncertainty
over
the
approach,
inadequate
preparation
and
weak
implementation.
Integrating
its
component
parts
is
crucial.
2. Four
drivers
requiring
change
are
contributing
to
this
struggle–
understanding
what
partnering
is
and
can
deliver,
the
impacts
of
a
changing
business
context,
ongoing
cost/business
pressures
on
HR,
and
the
need
for
different
HR
capabilities
in
performance,
talent
and
change.6
3. Particular
challenges
about
business
partnering
are
evident.
The
need
to
clarify
HR
BPs’
customer
focus,
tackling
manager
concerns/skepticism,
and
not
recognizing
fully
the
underlying
causes
of
why
the
model
doesn’t
work
well,
are
three.
Also,
HR
has
become
too
introspective
about
business
partner
terminology–
new
titles
don’t
mean
better
practices.
4. Business
partner
role
and
structure
issues
are
common.
They
include
defining
what
HR
BPs
should
contribute,
how
they
are
organized
vis-­‐à-­‐vis
the
business
and
centers
for
shared
service
or
Centers
of
Excellence
(CoEs),
and
difficulties
with
reporting
lines.
5. Technology,
including
outsourcing,
has
become
significant
enabler
of
some
aspects
of
HR
effectiveness.
Lower
costs,
reduced
ratios
and
better
service
delivery
can
be
achieved.
However,
outsourcing
is
not
always
successful–some
organizations
bring
back
the
services
in-­‐house.7
6. Most
organizations
are
developing
their
HR
BP
capabilities
in
knowledge,
experience
and
personal
characteristics.
The
right
caliber
of
HR
BP
has
as
much
to
do
with
personality
and
orientation
as
business
and
professional
skills.
Good
judgment
of
people
and
situations
is
essential.
7. Getting
relationships
right
is
as
important
as
the
structural
aspects
of
partnering
–
working
with
line
‘customers’,
managing
specialists
and
external
providers,
and
collaborating
with
both
shared
services
and
CoEs.
Those
who
work
with
HR
BPs
have
their
part
to
play
in
making
a
relationship
successful.
It
isn’t
easy
to
get
line
managers
to
do
self-­‐service
work–even
though
they
are
the
fourth
leg
of
the
model.
8. HR
leaders
confirm
that
sourcing
high-­‐caliber
HR
BPs
and
attracting
potential
HR
talent
is
as
much
a
business
as
HR
challenge.
There
are
two
issues–a
dearth
of
good
people
in
markets
and
fierce

20.
20
PROJECT
REPORT
BY
GROUP
16
competition
to
get
what
there
is.
An
implication
is
for
organisations
to
retain
good
HR
BP
capability
at
all
costs.
9. A
firm
grasp
of
measurement
and
evaluation
is
essential
for
business
partnering
–
using
business
success,
not
HR,
metrics.
Crucially,HR
must
also
be
able
to
measure
HR
BP
performance
and
contributions.
Expertise
in
reviews
and
surveying
–employee
engagement,
for
instance–is
a
skill
in
demand.
10. We
are
struck
by
the
range
of
tensions
that
HR
BPs
experience.
They
occur
in
‘customer’
relations,
internal
reporting,
power
struggles,
resources,
and
role
clarification,
to
name
but
five
areas.
8

21.
21
PROJECT
REPORT
BY
GROUP
16
CEB
Report
findings
that
validate
our
key
evaluation
points2
:

22.
22
PROJECT
REPORT
BY
GROUP
16
People
Matters
,
State
of
the
CHRO
report3
states
expectation
vs.
reality
from
HR
Leaders
on
what
the
business
needs
from
them
which
turned
out
to
be
in
line
with
our
findings
:

23.
23
PROJECT
REPORT
BY
GROUP
16

24.
24
PROJECT
REPORT
BY
GROUP
16
Citations
&
Sources
1. Dave
Ulrich
,
Tweetchat
,
May
2015
by
People
Matters
,
Documented
Recap
Notes
Pg.3
2. CEB
Research
Notes,
CEB
GLOBAL/HRBP
Pg.
3
3. People
Matters
2015
–
State
of
the
CHRO
Report
4. The
Power
Of
Why,
Book,
Simon
Sinek,
2012,
Penguin
India.
5. The
Role
of
the
CHRO?
–
HBR
Article
2014
6. The
Future
of
HR
–
Creating
a
Fit-­‐for-­‐Purpose
Function,
Chris
Ashton
and
Andrew
Lambert,
CRF
Publishing,
2005.
7. Business
Partnering
–
A
New
Direction
for
HR,
CIPD,
2004.
8. Ulrich’s
4
roles
of
HR
,
HR
Transformation
,
2012
Disclaimer
The
purpose
of
this
research
was
to
assess
the
state,
impact
and
pitfalls
of
working
with
the
HRBP
framework.
It
has
been
drafted
for
purely
academic
purposes
and
is
not
to
be
used
for
any
further
representation.
All
the
content
is
drawn
from
the
qualitative
research
conducted
by
the
team,
unless
otherwise
stated.
External
content
has
primarily
been
used
in
the
Validation
and
recommendation
section.
Please
connect
with
us
for
any
clarification
by
e
mailing
at
abhichat99@gmail.com
or
calling
9953183099.