Strategic Business Partner
Aligning People Strategies With Business Goals
(Sprache: Englisch)
Content Summary:
Organizations are becoming increasingly complex, and the requirements to manage and optimize the people working in these organizations are also becoming more complex. Leaders are looking to their Human Resources (HR) function for greater...
Organizations are becoming increasingly complex, and the requirements to manage and optimize the people working in these organizations are also becoming more complex. Leaders are looking to their Human Resources (HR) function for greater...
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Content Summary:
Organizations are becoming increasingly complex, and the requirements to manage and optimize the people working in these organizations are also becoming more complex. Leaders are looking to their Human Resources (HR) function for greater and different levels of support than has been true in the past. To respond, HR functions must become more integrated into the business, working in a more strategic and proactive manner. This has implications for the entire function and requires that some people work in the role of Strategic Business Partner.
Organizations are becoming increasingly complex, and the requirements to manage and optimize the people working in these organizations are also becoming more complex. Leaders are looking to their Human Resources (HR) function for greater and different levels of support than has been true in the past. To respond, HR functions must become more integrated into the business, working in a more strategic and proactive manner. This has implications for the entire function and requires that some people work in the role of Strategic Business Partner.
Klappentext zu „Strategic Business Partner “
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 company's bottom line.Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner-the 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.
Inhaltsverzeichnis zu „Strategic Business Partner “
PrefaceIntroduction: From Value Sapping to Value Adding
Part One: Concepts and a Model for Strategic Business Partners
1. Key Concepts for Partnering Strategically
2. The SBP Model
Part Two: Building Client Partnerships
3. Identifying Clients and Developing Access
4. Gaining Credibility and Trust
Part Three: Identifying and Partnering on Strategic Projects
5. The Logic Used to Identify Strategic Opportunities
6. Reframe Requests to Identify Strategic Opportunities
7. Proactively Identify Strategic Opportunities
8. When the Client Says "Yes"
Part Four: Influencing Business Strategies and Direction
9. Being at the Table
10. Making the SBP Role Real
Tools
References
Resources
Index
About the Authors
Bibliographische Angaben
- Autoren: Dana Gaines Robinson , James C. Robinson
- 2005, 304 Seiten, mit Abbildungen, Gebunden, Englisch
- Verlag: Pub Group West
- ISBN-10: 1576752836
- ISBN-13: 9781576752838
Sprache:
Englisch
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