HR as a Business Partner
You’ve likely heard that YOU, the HR professional, are a strategic business partner. But what does that really mean? When your fellow team members mention the strategic direction of the company, where do you fit in?
Human Resources brings a great deal of value to an organization. The profession has changed significantly over the past 20 years. Today’s HR Pro is expected to not only wear multiple hats associated to an employee’s life cycle, but also act as a business leader, one who can guide an organization through and around a continually changing economic landscape.
The primary goal of this course is to help you understand what business strategy is and how you, the HR pro, can act as a mighty force multiplier in its implementation. After setting the foundation with key terms, the focus will turn to the importance of communication and explain what expertise you provide in People Development, Organization Structure and Change Management.
Take this course to better understand your value and role as a strategic business partner. As a result, you will lead your team and workforce to the successful implementation of its business plan and achievement of its key performance objectives.
HR Jetpack is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP or SHRM-SCP. This program is valid for 1.0 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit shrmcertification.org.
This activity, has been approved for 1.0 HR (Business) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
The use of the HRCI seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval.
Title: Case Study: Pull & Push Culture
Module: People Development
Organizations rarely provide ongoing training for problem solving and decision-making skills to their C-suite or executive employees, let alone junior leaders or managers. Choosing to train these skills is a strategic decision. If your organization has not trained these skills before, this could be a multiyear, multi-generational strategic solve—but well worth the effort and investment, especially during times of strategic change. Let’s consider two case studies starting with the pull and push culture.
Consider for a moment a day in the life of a high-performing employee, Mary. She's a project manager in the contracts and finance department of a pharmaceutical sales company. Mary is always looking for opportunities to develop others and frequently volunteers for special work assignments. She is the first to register for all required learning events, and frequently reaches out for additional development opportunities. One day, Mary is presented with a performance gap.
A new vendor relationship with her organization requires her to submit additional forms to accounts payable, which will adjust her daily rhythm and flow—this causes her some anxiety. Being very organized, Mary feels she needs training on this new process and the new vendor relationship. In accordance with her organization’s culture, Mary searches the learning management system for courses on “time management,” “vendor relationships,” “managing stress,” and so on.
She realizes she has already taken all these courses and there are currently no additional training courses on the new forms. Mary doesn’t know how to proceed and goes to her supervisor looking for support.
Performance gaps exist in every organization, and for many employees there is no training for them to proactively “pull” from the LMS. Plus, the organization doesn’t usually have training developed to passively “push” to their employees who need it. What are your employees to do? Unfortunately, by the time this performance gap is discovered, customers have been lost, resources wasted, and inefficiencies have continued. Above and beyond this, many bad habits are created as a result, and this in turn, results in further performance gaps.
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Scott has spent nearly two decades in the human resources, learning and organization development professions. Scott has led multiple organizations and has taught hundreds of students on effectively creating and implementing business strategy, managing change, and designing effective learning solutions.
Scott is also an Associate Adjunct Professor of Training & Development, as well...