شریک تجاری استراتژیک: هم‌راستایی استراتژی‌های انسانی با اهداف تجاری

there Is No More Critical Role For Today's Human Resource Professionals Than That Of Strategic Business Partner (sbp). Sbps Demonstrate Competence In Many Ways - Through Their Questioning Of Clients, Their Knowledge Of The Business, And Their Ability To Translate Business Needs Into Performance Requirements And People Initiatives. But Performing Effectively As An Sbp Requires Use Of A Mental Model As A Guide Or Rudder. This Practical Book Provides That Model. Experts Dana And Jim Robinson Describe The Four Key Concepts Integral To This Mental Model And Critical To Success As An Sbp. They Describe The Three Accountabilities Sbps Must Accomplish: Access To Those Accountable For Achieving Business Results; Credibility With Clients; And Trustworthiness For Delivering Results, Working With Integrity, And Supporting The Organization's Values. The Authors' Detailed Analysis Of This Subject Makes Strategic Business Partner Required Reading For Human Resource Pros On The Way Up The Ladder. Research clearly indicates that there is a strong need for the Human Resources (HR) function, and the people in it, to adopt a more strategic and business-linked approach. In one study business executives ranked the HR function as third, after sales and customer service, as a function that makes a very significant contribution to a companys bottom line. Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical mannerthe very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing. HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans. This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization. Contents......Page 6 Preface......Page 8 Introduction: From Value Sapping to Value Adding......Page 16 Part One: Concepts and a Model for Strategic Business Partners......Page 22 1. Key Concepts for Partnering Strategically......Page 24 2. The SBP Model......Page 48 Part Two: Building Client Partnerships......Page 66 3. Identifying Clients and Developing Access......Page 68 4. Gaining Credibility and Trust......Page 86 Part Three: Identifying and Partnering on Strategic Projects......Page 102 5. The Logic Used to Identify Strategic Opportunities......Page 104 6. Reframe Requests to Identify Strategic Opportunities......Page 122 7. Proactively Identify Strategic Opportunities......Page 152 8. When the Client Says “Yes”......Page 172 Part Four: Influencing Business Strategies and Direction......Page 202 9. Being at the Table......Page 204 10. Making the SBP Role Real......Page 224 Tools......Page 258 References......Page 268 Resources......Page 272 B......Page 284 C......Page 285 H......Page 286 M......Page 287 P......Page 288 R......Page 289 S......Page 290 T......Page 291 Z......Page 292 About the Authors......Page 296