THE ROLE OF AN HRBP

1. HR Structure

3 legs of table in HR Structure

1. HR Operations : Record keeping, time and absence, promotions, general administration

2. Centre of excellence: Talent management, Talent acquisition, L&D, Employee Experience
3. HR Business Partner: Face of the company, strategic partner, Location alignment

HR BP Role in the organization – Generally maximizing performances of employees and services of

the organization

1. Individual Coaching
2. Talent programs
3. Job design
4. Connections with resource

Serving your Telent (Leaders, Managers, Employees)

 Leaders – Solicit input, get approval

 Managers – Develop relationship and provide guidance for executing the processes.
 Employee – Be available

Establish credibility and trust

 Learn the business model first

 What does the revenue model look like?
 What is cost structure?
 Who are the competitors?
 Read more on business fundamentals

2. AREAS OF FOCUS AS AN HRBP

Rhythm of Business – Aligning HR programs with business timelines

 Time the Talent programs – Performance appraisals, promotion cycle, Diversity

initiatives. These HR programs are aligned with the business timelines. Sit with
leaders for the same.
 Time the annual programs so talents can plan for them
 Constantly identify talent needs of talent (employees), like career path or job
re-design

Talent Planning – Performance, Promotion & Succession

 Succession - Organization structure design through internal talent or external
 Top Talent – Development, Retention
 Promotion – Deliberate, Clear expectations
  Talent insights – Organization Talent story – Elevator pitch (1 minute story
which covers idea, Problem and solution) of things like whether talent to be
hired internally or externally and how we develop career path
Facilitating change
Any change in the organization such as merger, new project, and change in major
company policy
1. Assess talent implications
2. Create Plan
3. Communicate effectively
4. Address issue

 Understand the business drivers

 Remain close to leaders or Managers
 Think from all type of employee groups – leaders, employees, managers
 Think through potential questions which may raise
 Look for potential blind spot and be voice of reason

Support Talent Decision Processes

 Build coaching conversation with the Talent, it help employees to
 Try new idea
 Think through difficult situations
 Reflect on areas for professional development
 If any decision to be made such as PROMOTION, ask should we? Question.

Training and empowering Managers

Providing Training, tools and guidance
 Training on effective 1:1
 Constructive feedback
 Conflict resolution
 Career progression

4. SCALLING AND ASSESSING YOUR EFFORTS

Partnering internally: When certain talent task need to be completed,

 Understand the need

 Recommend a solution
 Discuss with the internal partners
 Offer the solution
 Solicit feedback

Best Practices:
  Foster developments
 Provide context
 Keep talent informed

Measuring your impact

Hold yourself and talent accountable to determine if programs are working

Measuring these will give you a credibility of next what to offer

Develop a dashboard on Key initiatives, Talent flows ( a measure of who you are hiring from
your competitors vs. who is leaving to work for your competitors ), diversity data, and
retention of high performers.
Conduct survey on Collaboration, Engagement and Manager Effectiveness

Tailoring your approach

 Are they open to try new things?

 How often leaders wants to meet?
 What resonates with the leaders?

Tailor the approaching accordingly: If Manager A is very excited on trainings to his employees, then
prepare a framework and key areas for the training. If Manager B does not feel the need of the
training and not comfortable to pull his employees from their daily job, then identify TNA, work on
data, try on sample mass and measure, then spread to rest of the population.

UNDERSTANDING BUSINESS

Making Profit = Revenue – cost

Parts of the business: Marketing, Sales, Supply chain, Accounting, Finance, IT, HR. All are linked

Three flows: Essentials to run a business

1. Money – To pay for vendors, bills, employees

2. Material – Product, raw materials
3. Information - about product, delivery, performance, timeframe etc.

Importance of Money:
Finance Basics

Raising Money:

 Debt financing (borrowing),

 Equity Financing:
1. Selling shares/stocks
2. Venture Capital: Investment from private individuals
3. Retained earnings: reinvesting the profit on the company
 Bonds (small loans from individuals instead banks)

Maximizing ROI (return on investment) = Profit/Investment

Understanding and communicating with customers

Marketing, branding, Supply chain, Developer business process (efficient operations)

Accounting Basics: Tracking money flow

Managerial accounts – Track money, Create budget, determine cost, minimize tax, prepare reports

Financial accounts – Develop financial reports for investors, vendors,

HR Basics: Hiring, developer JDs, Documentation & Training, retain

IT Basics: Collect and store data, process data, keep data secure,

Getting ahead:

1. Help your manager

2. Anticipate your manager needs – Tomorrow, next week, and next month.

CONNECTING WITH EXECUTIVES

 How executives think about time

 Make a list of executives whom you want to connect in and out of your organization
 Spend 5 mins every day to talking to someone on how to connect to the executive and be
consistant
 One person, 5 minutes, start this week
 Our time is also their time
 Don’t get stuck or isolated
 When emailing to connect, remember what executive think – why me?, easy me? Is
remarkable?
 Put yourself into environments where leaders, executives cluster, attend Conferences ,
events, speeches
 Take initiatives to lead or participate in events or projects
ORGANIZATION DESIGN

Value Created by

 Strategy – Choices of product, services, market and business models

 Talent - Ensuring people with right experience and skill
 Organization – Power dynamics, Collaboration and motivation
 Is something changing in the company or externally that would cause you to reconsider old
assumptions? 
 Is it easy for you and your colleagues to work together? 
 Does it feel like everyone is clear on the goals? 
 Do they feel enabled and empowered to contribute their best every day? 

Star model - Taks about What and five milestone process talks about How

Strategy:  A clear strategy provides a defined goal and lays the path to get there. 

what are our unique differentiators? 

What must we be able to do better than our competitors? 

Structure. 

 how should we group work together? 

 What roles are needed to lead this work? 
 How should power be allocated across these roles? 

Process. 

 How will decisions be made? 

 Metrics and rewards communicate what success looks like. 
 How will we measure progress at an individual, team and business level. 
 What incentives will guide behavior and reinforce the culture we want. 
People. 

 what skills, competencies and experiences do our people need? 

 What HR practices will attract and develop the talent we need?

Alignment of an organization is what determines its effectiveness. 

Five Milestones – How?

1.Business case and discovery, 

Determine what problem you're trying to solve, 

The organizational implications of the strategy, 

The gap between where you are and where you're trying to get to. 

2 and 3 - strategic grouping and integration- are often worked out together. 

Choose a basic structure that supports the strategy and then design the points of linkage across
boundaries. This is where you focus on the design in organization design. 

4.Matching talent to organization- You want to be careful here to avoid designing around people,
but remember that your design work isn't complete until you have great people to lead and staff
pivotal roles. 

5.Transition- From current state into future state, learning and adjusting as you go.

Organization Structure: - It determines the power dynamics and it drives different behavior and
decision

Functional Structure, Product Structure, Geography Structure, Customers Structure

TALENT MANAGEMENT

Companies with effective talent management strategies are more innovative, more adaptable to
change, have greater employee productivity, and retain their key talent.

It guides the following

1. Recruitment and hiring

2. Performance Management
3. Career Developent
4. Learning and Development
5. Succession Planning

5 Steps to build an effecting talent management strategy

 1. Identify talent needs to achieve business goals: New roles, new skills, how many, new
leaders
2. Identify talent gaps : Do you have? Enough people, right people with the right skills,
promising or ready to be new leaders? Can individual learn new skills quickly? – Talent
review, performance management, & Sucession planning can help to identify this.
3. Design recruiting and hiring plans: Fill new roles, Fill vacancies
4. Develop internal talent: Through Succession planning & Talent review. Leadership
training,skill based training, career development programs

Implement Succession Planing

a. Identify critical positions

b. Identify qualified employees: Strengths, Development areas, Experiences through talent
review, 9-box grid tool

Employee Engagement

Engaged employees are involved in, enthusiastic about, and committed to their work. They also
invest more time, creativity, and energy into the organization. The best place to start building
employee engagement is with your employee onboarding program. Teach new hires about your
company's mission, culture, vision, and goals. Share customer stories and success stories about
individuals and teams.

Then provide a long-term onboarding program that's tailored to the first 30, 60, and 90 days of a
new hire's experience. New hires want to know what's expected of them, how they'll deliver, and
how their performance will be measured.  

The second way to increase employee engagement is to focus on career development.

Engaged 20% employees perform 80% of job

Increase Talent Visibility

Formal Discussion – Talent Review, Succession Planning

Informal discussion - Discuss over a coffee or lunch with cross functional teams about individual
strength, development areas and achievement

Create Strong HRBP – Increase the communication with the leadership, discuss on Talent need,
succession planning, build strategic hiring process and share, consider internal candidiates

Design high performace culture –

1. Determine Company value

2. Guide employee behavior - Use employee status co, that is encourage employees to share
their inputs when something does not work, share new ideas
3. Communicate company vaules – share with all the employees
Employer Branding
It’s a image of the company

Defined by Company culture, employee benefits, work culture

Moniter online reviews, higher turnover rate related review may ruin the business

Make a marketing in such a way that employee should feel they have made the right decision to
choose our company

Three components for employer brand

1. Value Proposition – If we are everything to everyone, then we wont be anything to anyone,

ask your employees “what is making them to stay” – Opportunities for career development,
competitive pay package, beliefe in the purpose of the organization, caliber of team
members.
2. Culture – Shared set of beliefs, Branding in social media – someone to managet it, posting
ficture of a team voluntering at a local charity, facebook live message from president, asking
employees to blog on their work experience, good place to work title.
3. Candidate experience – Check glassdoor reviews on interview process experiences and make
adjustment accordingly, job secuirity – avoid massive layoffs, skill development
opportunities, positive impressions of the company from past and current employees,
Suggest employees write review on their good openion whenever employee express good.

Factors that influence employer brands

 Review Selection Criteria - Hire only qualified
 Speed hiring process - No delay in hiring decision
 Reduce Absenteeism

Take care of your current employees and your brand will shine
Employee experience matters for our customer as well
Ask your employee - do they recommend is best place to work, 1:1, take actions on negatives
consistently 

What top candidates want in an employer?

 Independence and control over work gets done
 Flexible work hours
 Speedy career movements
 Working on different roles, locations
 Internal job posting, 
 Internal talent growth opportunities

Building brand to attract Talent

What candidate expect from employer

 Potentional compensation
 Work location or travel
 Promotions

How to appeal the candidates?

Build website to

 Accurately relfect the business enviroment & the type of peoplel we want to hire
 Showcase wledressed in our website, driving nice cars and enjoying in nice restaurants -
remember matarial goods matter most to self-centric candidates
 Mention bonus plan, stock plan eligibility
 Create great videos & testimonials
 Show the career path, showcase achievers with timelines
 Update it reqularty
 Make it welcoming especially career page
 Showcase corporate responibility initiatives in youtube and website

Making compelling employer brand :

 Provide favourable candidate experience – hiring process

 Be honest
 Share story of company growth
 Provide positive work experience.
 Remember ‘logic makes people think, emotions makes them act’, for most people changing
job is an emotional decision, share company mission and values, and how employee work
impact it.
 Place video testimonials of employees experience, being part of team and achieving goals,
work/life balance, opportunities for personal growth
 We are hiring job posts are very common and we need to be distinctive, it must have 4
questions answered 1. Am I clear in whom I am trying to hire? 2. Why should I work for you?
3. Whats it really like to work for us 4. Does this stand out from the crowd
 Communicating brand: Communicate branding in all the right places shamelessly, identify
target audiances hangouts, social sites, linkedin, public relation firm, college job fair, campus
recruiting,
 Make your employees and brand ambassadors

MANAGING EMPLOYEE PROBLEMS

Views of HR

1. Administrator – Paper pusher

2. Policy enforcer – Police
3. Company parent – conflict resolver
 4. Bearer of bad news – Sharing negative update

Leverage your employee handbook: Employees cannot remember all policies of handbook, we need
to conitnuously communicate to employees, we can do it creatively as follows

 Question of the week

 Theme of the month
 Quiz, games & contests
 Posters, Videos in Intranet
 Manager meetings

Elevate the use of the handbook: Ensure employee handbook has the following

1. Conditions of employement
2. Policies and procedures
3. Compensation and Benenfits
4. Company history and evolution, Mission and Values

Design handbook creatively – Eg Story telling children book

How to define and view common employee problems

1. Legal impacts
2. Immediate and long term effects to - effects to others, your immediate team or
manager, operations department, customers and clients, and the finances of the company
3. Single incident on reoccuring patterns

Addressing Problems: Build a solid process, key point is always ask this question for yourself “How
can I meet the org goals and handle employee problems effectively”

Stretegic approach – Rapport building, Employee should feel supported and respected, Conduct
inquiries with dignity and confidentiality. Question yourself -What am I learning from these
experiences? How can use this information to improve the performance of those involved, the
company operations and the organization overall?

Manager assumptions and bias – Stop assumptions, being bias and drawing conclusions quickly

Establish reliable process – Build with both employee and leader perspective, start with privacy and
confidentiality, be timely

Leverage documentation – Document the complete incident

Use of digital tools – Make documents digital which are retrievable in one place, scalable and
accessable to perople concerned. Its always good to have a HRIS in the org for centralized data base

How HR can move from Rule enforcer to Leader or coach?

Re-evaluate HR role –HR can demonstrate leader role by - this also shows we are savy or experts
and strategists
 1. Information we collect
2. Information we Share
3. Analysis of the information
4. Action taken
5. Action we recommend

Move From Move To

Seeing problem as one-event Recognizing problems as indicators of
organizational health
Executing a discipline Opportunity for coaching & Development
Only source of exercising disciplines or Strengthen partnership with other leaders
opportunities
Eg: If any issue is noticed, check is this patern of an individual or even more people, then coach and
suggest to coach others as well.

Create colaborative communication with Managers –

 Ask – Is there any special needs for the requirement?, can we leverage this to improve
overall team performance?
 Share – Appropriate information about the incendent in timely manner
 Offer – Provide follow-up activities for coaching

How to Craft a conversation – The art of communication is the language of leadership

Create a blueprint conversation – outline and content of the conversaion, prepare key talking points
by scripting keywords, phrases and questions

5 segments of blueprint convesation

1. The opening – What statement I start with, this sets the tone for experience and positive
rapport
2. The key message – Topic should be clear, direct and precise coupled with compassion &
empathy and don’t muddle the message
3. Employee reponse, listen – hear to know if they are clear on the issue
4. Transition to coaching – coaching from discipline to development. Questions like, tell me
more about why it occurred?, what are you learning from the situation?
5. The close – end the convesration with reassurance, encouragement or things which needs to
be repated or reinforced.

Emotional and mental preparation for the conversation – 3 steps

1. Be neautral – don’t negative react or make judgements, lot of listening empathatically, “oh
that sounds stupid or is that true?”
2. Manage your triggers – It means being aware of and dealing with things that set you off
emotionally or mentally. Do not react, take time mentally to acknowledge them, stay nuatral
 3. Mental and empotional preparation – if you are tired and exhausted mood will influence the
quality of the conversation, take deep breath, clear your mind

How to conduct coaching conversation

 Create a conversation bridge – ask open ended questions, I m here to help, tell me more
about the situation , listen to them and understand their thinking pattern
 Guide their thinking – how their behavior impacted all involved both short and long term, in
supportive tone ‘ if this happens what do you see as the consequences?, who do you think It
will be impacted?
 Create plan for change – let them write in their handwriting
 Close it with encouragement
 Identify non-coachable by observing don’t care attitude and RED FLAG for terminations

Manager Conversation trouble spots:

Take the time to prepare mentally, do not take preparation lightly

set your mind to maintain leadership throughout the entire conversation. 

Your goal is to calmly stay the course with the issue at hand, leading them through the
conversation. So how do you do this? You use simple phrases to recalibrate the pace and tone of the
conversation. Now, I'm going to share a few examples, but here's where it would be a great idea to
have a group of your own that you feel comfortable using. So with a neutral and empathetic
tone, you can say any of the following for a calming effect. "Let's take a step back for a moment. "I
know this is difficult to talk about." or "I'm sure this is tough, "I'm here to help." As they're
continuing to get volatile, ask if they need to take a break to regroup, which is better than telling
them to calm down. You could say, "Do you need a few moments? "I'd like to continue the
conversation calmly. "I can see you're upset, "let's take a five minute break." Or ask, "I can see
you're really upset, "would you like to take a break for a few minutes?" Again, this is what we call
pacing and calibrating, meaning being aware of the speed at which you're moving through the
conversation, in a way that is useful for both parties and how the person is doing emotionally
throughout. Now, based on how you're reading the experience, you can go slower or stop at any
time. This is what it means to lead a conversation and to effectively manage volatility. And that same
mindset is employed when the employee tries to change to a different or divert responsibility to
another person or situation. Calmly and continually redirect them to the issue at hand. With a simple
sentence like this, "Well, that may be true, but for now let's focus on this." This is a phrase you may
have to repeat several times with different tonalities. It communicates to the listener, "I'm in charge
of this conversation "and we're not going anywhere at least for now." For managing diversions or
volatility, here's a very important tip. Keep your responses simple and clear. One or two sentences is
best. If they're refusing to acknowledge or admit the issues at hand, don't push it. It suggests they
may not be ready to see and accept what's being discussed. The best action to take in this case is to
close the conversation with something like. "Joe, it's unfortunate that you're not able "to discuss this
right now. "You know, I'm here to help in any way I can. "For now when need to complete the
necessary paperwork. "My door is always open if at some point "you'd like to talk about it." I know
many of us care deeply about what we do and the people we serve, yet every employee needs to be
a grownup, and that we can't force.

Running company onboarding effectively

 Pre-hire – Completing the paperwork

 First day – Engaging,
 New hire orientation – Company, Culture, Policies
 New hire training - It must be measureable, it must have objectives
 Performance

Have the right people involved

Prepare a check-list for each

Organization culture, Mision, Vision Values

 Organization culture – the way an org member think, act and understand the world around
them Mision – Why the company exists
 Vision – Describes how the company will fulfils the mission
 Values – Provides guidelines to employees to adhere to in daily work

How do we treat each other?

What are some of our company norms?

What unique habits make do our employees have?

New Hire Kit

1. Offer Letter hard copy

2. Laptop, charger, mouse and bag
3. Tea mug/T-shirts
4. A small bouque with a chocolate
5. Note pad and a pen
6. Employee handbook
7. New hire Paper works
8. Overview of Day -1 and inductions check-list
9. Office Tour, Lunch, a buddy

New Hire Orientation Program

Content and Formats

Type Pros Cons

Check-lists of topic Simple, no cost Inconsistancy as trainer or
manager may follow
differently. Its unstructured
E-learning Consistant & Comprehensive Expensive – need a software
Accessible world-wide Boring
Videos Consistant & Engaging Expensive and limited
information
Live classroom Comprehensive & Engaging Expensive – need a lot of
resourcecs rooms, trainer
Difficult if multiple locations
Webinar Comprehensive, Consistant & Computer is must
Engaging Skilled facilitator must
Accessible world-wide

Challenges

 If hiring is not in a bulk and non-regular

  Muliple locations and time differences
 Length of the program – Too long boring, too short lack of information

Training New hire Program

1. Measurable objectives for the training

2. Determine the content which includes JD and SOP
3. Format of training programs – covered above
4. Evaluating performance - Progress check