From HR to SBP there's still a long way to go.

Strategic business Partners

Strategic business Partners

About this book, generally because of curiosity, from the HR to the role of BP, and then to this SBP, in fact, is a very virtual process has not gone through, but always need a lighthouse, even if only occasionally a mirage. But mention Stratege, have to say that Potter, the whole book feeling is to do SBP can not just do HR, from the business, from the establishment of relations, trust and the acquisition and maintenance, more is to provide a general model, not only in this aspect of management.
1, Four concepts:
Three types of work (2/8): Transactional---Services to individuals, strategic---to serve the work of employees, strategic---services to business units and even the entire enterprise;
Requirements level: Work environment and capacity requirements, performance needs, business requirements (indicating operational priorities, quantifiable, the entire team and even the needs of the company)------to the various requirements of the distinction and judgment;
Translate business requirements into personnel performance needs and HR initiatives;---Gaps model: Understand the ideal, analyze the status quo, discover the cause of the problem, choose the right solution
Identify the real customer;
--------Choose the right customers, and they combine these four requirements, ask questions, translate business requirements into performance needs---determine who is a long-term customer and get in touch with them to build credibility and confidence.
2. SBP Model:
Establish partnerships with customers---build relationships (long-term, project-readiness factors: corporate culture, direct leadership impact, company Pain), build reliability (two competencies: in-depth understanding of the business, HR technology, process and problem-solving capabilities----change management, consulting models and techniques, E-HR systems, Employee performance Performance technology, organizational development), build trust;
Identify strategic projects (proactive, in-depth mining) and collaborate---restructure requirements to identify strategic cooperation opportunities, proactively implement strategic cooperation opportunities, and implement strategic cooperation projects;
Ability to request:
The----raises enlightening questions;
-----The ability to ask questions with impeccable thinking;
Skills:
---ask questions in the right way: the right questions---open, concrete, neutral;
----The three questions that the second competency requires: What should be---to seek out the quantifiable standards of the organization, what---understand the status of the business, why---Narrowing the gap, and the tendency towards a solution/cause---should try to avoid this one;
Impact business strategy and direction development: play a role in the business strategy and planning process, integrate human resources planning and initiatives with business planning, implement human resources initiatives, support business planning and implementation;
Three key Responsibilities-----SBP: Partnering with customers, identifying strategic projects and providing collaborative support, helping business strategies and direction-setting;
3. Types of Assessment: Performance model, competency model, process model, gap analysis, attribution analysis
4, measure the effectiveness of the solution: whether to achieve the desired goal? Is there a change in employee performance? Have business goals been achieved? Is the customer satisfied with the results and the implementation process?
5, mission, process, structure, manpower;

From HR to SBP there's still a long way to go.