Building Capability of the HR Function.

To increase the skills, knowledge and competencies of SME's in areas relating to HR, the organisations will also organise HR capability building programmes under the SME Schemes that are functional and effective to the extents that are pragmatic. SME employers that are registered are encouraged to send their workers for the HR Up skilling, Certification and Functional Programmes as listed in the Training Calendar. In the UK – ABE and CIPD are the most effective Human Resources study programmes that have proved to yield some sort of results with more input from the employees’ of course.

 

The following are some of the most important underlined conceptual aspects that should be considered when implementing these measures;

 

• Define the purpose and key deliverables of your HR function in the context of the strategic priorities of your organisation.

 

• Create aspirational and credible HR capability profiles that are fully aligned to your strategic priorities, and which are benchmarked against what the market has told us great HR looks like.

 

• Using online technology, benchmark and assess the capability of individuals in your HR function against these capability profiles.

 

• Identify the capability gaps and strengths of the function, teams and individuals, highlighting what’s needed to shift the capability of your team.

 

• Create a complete picture of everything you need to know to embark on a change or development journey for your HR function. And work with you to build a high impact but sustainable solution to transform the capability of your HR function.

 

In most cases people have views that different but in such cases people will have to agree to disagree and understand that some policies are going to be more effective than others. This can only be achieved through discussions and mutual understanding of the teams that strategize/structure the finalised decisions. At Humba HR Consultants we believe everyone should be assisted to reach their maximum potential and this can only be realised through training incentives and of course bonuses for those who do achieve something.

 

Transformation of the fundamentals is of great importance because you get to create new and interesting avenues to best suit the changing work environment. The main reason for this to match the youth and innovations which are currently being developed e.g. computer based software that have proved accurate and in some instances threatening some organisational roles which were previously occupied by human beings.

Codes of Practice.

Northern Ireland - Code of practice on equal pay

 

Coming into force on 22 July 2013. The new Code of practice on equal pay will provide employers in Northern Ireland with practical guidance on how to promote equality and avoid sex discrimination in pay structures.

 

Settlement agreements code of practice

 

Coming into force on 29 July 2013. The Code of practice will support legislation under the Enterprise and Regulatory Reform Act 2013 on pre-termination discussions.

 

 Extended right to request flexible working code of practice

 

ACAS has launched a public consultation on the new draft Code of Practice on the extended right to request flexible working.

 

 Data sharing code of practice

 

Published on 11 May 2011. The statutory code explains how the Data Protection Act 1998 applies to the sharing of personal data.

 

 Northern Ireland - Code of practice on disciplinary and grievance procedures

 

Came into force 3 April 2011. Provides practical guidance on the legal requirements relating to disciplinary and dismissal procedures and good employment practice in dealing with grievances.

 

 Code of practice on time off for trade union duties and activities

 

Came into force 1 January 2010. Revised version providing guidance for employers.

 

Equal pay code of practice

 

Came into force on 6 April 2011. Explains the equal pay provisions in the Equality Act 2010.

Employment code of practice

 

Came into force on 6 April 2011. Provides guidance on the provisions in the Equality Act 2010 which relate to employment and work-related activities.

 

 

Definition of disability guidance

 

Came into force 1 May 2011. Replaces the 2006 version.

 

 

Northern Ireland - Code of practice on time off for trade union duties and activities

 

Came into force 19 April 2012. Replaces previous Code published in 2004.

 

#This page will be regularly updated as and when the codes of practice changes in the United Kingdom and the countries it associates its laws with i.e. Ireland and some European countries that surround it.

HR Trends.

Twenty-six per cent of HR departments added organisational restructuring to their portfolios in the last 12 months, making it the most commonly added area of responsibility for the fifth year in a row. Responsibility for strategic workforce planning has also been added to HR’s scope. This indicates that organisations recognise the need to shift, reorganise, and consciously plan to prioritise and manage top talent and staff risks in order to ensure their success in this dynamic environment.
While organisations shift and restructure to help drive the revenue that they are projecting, they anticipate challenges related to organisational growth and/or contractions, and gaps between required and existing skills and leadership capability.

Managing change, maintaining an engaged workforce, and having the leadership skills to move the organisation forward during such times are areas of significant importance to HR; as is the need to have the right people in the right roles now and in the future.

With rising concerns about the ageing workforce, it makes sense for HR to also prioritise attracting, recruiting and planning for staff succession. This may be of particular importance in the public sector, where 18 per cent of organisations identify “retirement volumes” as the area of challenge that will have the biggest impact on their organisations in 2013 (compared to 10 per cent of organisations overall).
Going hand-in-hand with staffing concerns, recruitment and selection will receive the largest increase in budget or time in 2013 (13%). This will support the 48 per cent of organisations planning to increase their workforce in 2013.
Investments of time or budget in leadership development (12%) and learning and development (9%) will help to align new staff to their roles, prepare leaders to lead change, prepare staff to successfully transition into new roles resulting from restructuring, and close the general leadership capability and skill gaps that concern HR practitioners.

In the public sector, the largest increase in investment will be in labour relations (15%).

Planning for Success;

HR will play a key role in positioning organisations for success going forward, making their involvement in the development of organisational strategy important. Fifty-four per cent of HR departments are involved, engaged or drive the development of the organisational strategy, and 18 per cent are consulted during strategy development.

In addition, HR will require the ongoing support of leadership, and the financial and staff resources necessary to be successful.

HR budgets will increase in 32 per cent of organisations, stay the same in 39 per cent and reduce in 16 per cent. While this generally indicates financial support, it should be noted that in the public sector 24 per cent of organisations will see their HR budgets decline.
HR staffing was the number one area for HR budget reductions, with 49 per cent of organisations reporting budget reductions in this area (62 per cent in the public sector). External consulting programs and employee training and development were the next two most common areas for budget reductions.

Regardless of whether the HR budget is staying the same, growing, or decreasing, careful planning of time and resources will be required to ensure success. When faced with the demands of a high change environment, HR departments must be responsive, not reactive, to ensure that resources are used in the most effective ways possible.

Implications for HR;

BC HRMA’s HR trends survey results provide valuable insight into industry trends and external conditions that will impact the strategies that your HR department uses to attract talent, prepare for change, and meet revenue targets.

Allocate Time & Resources Effectively

With results very similar to those of previous years, to effectively allocate time and resources, HR practitioners must continue to work towards the following recommendations:

Understand the organization’s strategic direction in order to determine change requirements and support change to take place effectively;
Understand current and potential skills related to change leadership and management, and take steps to close gaps;
Understand the organization’s current and future workforce/leadership needs and take action to build and acquire the skills and abilities needed to move the organisation forward; and
Be open to exploring new talent pools (e.g., New Canadians) to increase access to talent and provide the organisation with sources of new ideas, approaches and, potentially, business opportunities. A diversified workforce also better represents the consumer population and can have a positive impact on employer branding.
Develop HR’s Skills

HR practitioners must also take steps to close their own skill gaps. For the last several years the HR trends survey has seen a number of new areas added to the scope of the HR function, including organisational restructuring and workforce planning. With these new areas of responsibility comes the need to develop the knowledge, skills and abilities to successfully deliver on requirements. Even if consultants are used to address these organisational issues, HR requires the knowledge and skills to direct action, execute on programs/recommendations, and be the internal point of contact and recognised resource in these areas.

In addition to skill building in areas that have been added to HR’s scope, HR practitioners must also continue to build their knowledge and skills in areas of priority for 2013. Some development areas to consider include:

Linking Activity to Strategy – Build an understanding of the organization’s strategy to determine talent requirements and increase critical thinking skills, problem solving skills, influence skills and HR strategic planning skills to drive the organisation toward success.
Recruitment & Selection – Build skills related to enhancing and communicating the employer brand; using social media and technology for recruitment and selection purposes; and skills for attracting, effectively screening, and hiring from the growing pool of immigrant talent.
Workforce Planning & Succession Management – Build skills such as those related to identifying critical roles, understanding role requirements, and identifying high potential talent.
Learning & Development – Build skills that will support identifying training and development needs throughout the organisation, designing and implementing appropriate learning and development solutions, and measuring return on investment.
Change Management – Build skills related to managing change processes (e.g., project management), and effectively communicating change in ways that are meaningful (e.g., express the reasons for change) and practical (e.g., clarify how changes will affect day-to-day work).

Model Effective Change Management

Fifty-eight per cent of HR functions have been through some form of change or reorganisation in the past year. Twenty-four per cent of these organisations expect to change again in the next 12 months, and an additional four per cent also expect to change. While this may pose challenges, it also presents opportunities. HR will have special insight into the change process and how it impacts staff. This knowledge can be used to better support change initiatives and model effective change practises.

2013 will present HR with the opportunity to shape the changes that will support organisations to move toward their goals. To do this successfully, HR practitioners will need to carefully manage their resources, develop their skills and the skills of their workforce, demonstrate an openness to change, and truly understand the talent needs of their organisation now and in the future.
1. Next generation leadership

The majority of organisations (84 %) say that developing future leaders is relevant now and in the next three years, but organisations must seek a new leadership model for the age of agility. "Although there is clear focus on developing the next generation of leaders globally, HR executives still need to develop a different approach around development. These strategies must be specific to the business. It's pervasive and organisations must commit to getting the best results."

2. Accelerating organisational change

87% of respondents see the way in which organisations view change as a top trend. "In today's fast-paced environment, organisations need to adopt a new way of looking at change and become more results-orientated."

3. The war to develop talent

86% of respondents reported the shift to development and upgrading skills as a critical trend.

In Luxembourg, businesses struggle to fill critical positions at many levels, independently of the current unemployment rates. As the requirements for the leadership pipeline change rapidly, companies are putting renewed focus on building capabilities, not just finding them. The ‘war for talent’ is shifting – and is becoming the ‘war to develop talent’.

This major trend first seems at odds with the Luxembourg market where vocational training has declined significantly over the last years: from 2007 to 2011, training investment by employee dropped by 26% and the average number of training days by employee has been reduced by 1 day 1.

However, as cost-cutting is having a major effect both on recruitment and training activities, HR needs to ensure continuity of its talent pipeline by conducting a future oriented assessment of the types of skills, insights, and experiences required. This planning will need to focus on new skills that need to be nurtured and developed in order to enable and support future business strategy.

4. Boards are changing the HR game

82% of respondents say a growing number of boards are focusing on the role and impact of talent on business performance and risk. This is a step away from the previous focus of boards which was centred on CEO succession and setting compensation for the most senior executives.

Likewise, in Luxembourg, an increased board focus on risk is changing the game – focusing on the role and impact that talent has on business performance and risk. They know that developing strategy without considering the talent dimension creates risk in their business plans: talent is a core component of a company’s risk profile, including reputation risk, operational risk, regulatory risk, and financial risk.

5. Transforming HR to meet new business priorities

85% of respondents indicated that organisations are developing HR capabilities that will not only support the business, but enable business strategy.

In Luxembourg, the recent restructurings and mergers, especially in the financial services sector, should be considered as an opportunity to change and improve HR processes, systems and practises for the new organisation: HR’s new capabilities should include the ability to effectively and reliably combine two distinct workforce into a truly integrated organisation in order to drive efficiency, productivity and employee satisfaction.

6. The ageing workforce

The ageing workforce is a trend especially relevant to Luxembourg: Luxembourg has one of the lowest average retirement ages (58, 3 years 2). However, pension financing issues as well as the looming baby-boomer brain drain will have major impacts in the near future and will create the need to change the traditional view of retirement.

One approach for targeting this opportunity is to apply principles of workforce flexibility and career customisation, targeting workers as they near retirement age. Another major challenge for HR leaders will be to develop and support innovation and agility despite an ageing workforce.
It’s that time again when researchers, organisations, and opinion leaders share their predictions on a variety of business and technology topics for the coming year. The Human Resources (HR) industry is no exception, and a group of professionals recently got together at the Annual Society for Human Resource Management Conference (SHRM) in Chicago to talk about the top technology trends affecting employers and employees in 2014. Human Capital Management Advisers and member of SHRM’s, Technology and HR Management Expertise Panel, “The role of technology is that of an enabler, allowing HR to live out its strategies and support the business.”

These are the top ten HR technology trends that this esteemed group forecasts to impact companies and their workers in 2014:

HR data is secure in the cloud. When it’s done right, cloud is just as secure as on site, on premise software solutions.
Gratification is here to stay. Especially for millennial, gratification is the best way for employers to communicate, engage, train, attract, and retain top talent.
Integrated social media will result in better communication and collaboration. Software that embeds social media capabilities across daily processes, (as opposed to separate platforms), with internal and external colleagues is the optimal collaborative tool.
Visualisation and globalisation are transforming the workplace. Remote working arrangements will continue to proliferate expanding outside country boundaries forcing       employers to be more innovative in how they use collaboration tools.
Cross-functional innovation teams will become the norm to improve creativity, productivity, and quality. HR needs to collaborate with other departments to see what’s working, and apply those best practises to help achieve HR goals.
Cloud and business process outsourcing support business goals by reducing infrastructure costs while freeing up HR resources for strategic innovation.
Mobile tools become even more prevalent from senior management through hourly workers. Anywhere, anytime access to information speeds up recruiting, boosts productivity, and increases efficiency that benefit not just employees but suppliers and customers.

HR needs to harness and analyse Big-Data for business performance results. With the right information, companies can quantify the impact HR has on business performance, forecast       workforce demands near and long term, identify critical skills gaps, explore different scenarios, and develop people strategies to meet the needs of the company in a fast-changing global environment.
Integration, consolidation, and “suite” solutions will increase the penetrability of systems, databases, and tools. HR can make more informed decisions about workforce management based on quality data sets from across the entire company.
Global, standardised definitions for HR terminology, metrics, data models, and systems will emerge as technology unites HR professionals worldwide.
It’s clear that sophisticated technologies are forever altering the workplace, including HR itself. As integrated, advanced software becomes more widespread, Tanyaradzwa our Managing Consultant sees HR morphing into a purely business role over time. He predicts that, “If we do our jobs right, much of legacy HR as we know it as a profession will fade away, migrating from being ‘HR business partners’ to becoming part of the business with strong HR acumen.”

HR Business Partner Role.

The term 'business partner' is used loosely to cover a range of jobs from administrative, through strategic, to consultancy. At its most strategic, an HR business partner works closely with other business leaders influencing strategy and steering its implementation, and making the best use of the organisation's people.

The role of the business partner is more important than ever, now that there are more demands on HR to add value. And more business managers are realising that by making better use of their people, they can make a real difference to the profitability of the business.

In addition, more of the transactional work is being outsourced, so HR is not only able to focus much more on the strategic side of the business, but is also being pushed to make a strategic contribution and come up with people strategies that clearly add value to bottom-line results. This is where the role of the HR business partner comes in.

The value of the HR business partner;

It was management guru David Ulrich who coined the term 'HR business partner' in 1996. According to Ulrich, HR must assume more strategic roles within organisations so can implement programmes that support the goals of the business.

Of course, that is not to say operations should take a back seat - it is just as important to the success of the HR function as the strategic role. To use an analogy, if HR operations are the engine that keeps the car running smoothly, business partners are the satellite navigation system that helps to guide the vehicle and determine its direction, so that it reaches its destination by the best possible route.

But you can't just go from being traditional HR to HR business partner overnight. Being a good HR business partner requires completely different attitudes, beliefs and skills.

What makes a good HR business partner?

Understand the business as well as the senior management team. This means knowing the business in depth - not just the figures. You need to understand who makes the money and how. What are the business goals? And what levers need to be pulled to help the organisation achieve them? What are the strengths and weaknesses of the business compared to the competition? Most importantly, you need to know how the dynamics of the business work, and how a change in one area will affect other areas.

Be an expert in your field. A good HR business partner knows their stuff - not just the law and compensation, but how change happens and how to engage people. Most importantly, they can determine how an intervention will work in that business. This is a dynamic process and the most successful HR business partners keep themselves up to date and renew their skills.

Be flexible and open to change. If you are going to persuade others to take on new ideas and ways of doing things, you need to be flexible too.

Step back and take an objective view. Be involved with the business, but never lose the ability to view it objectively. This will enable you to challenge ideas and take a longer-term view.

Communicate ideas clearly. It is no use having great ideas if you can't sell them.

Take charge and challenge decisions. A big part of the job is thinking up innovative ways of doing things and having the guts to question traditional systems.

Believe in the impact of HR on the business, along with your people and influencing skills. If a business is going to reach its targets, everyone in that business needs to believe they can make a difference - and that starts with HR. You need to believe in yourself and the impact you can have.

Measure HR initiatives using the results in the business. HR has traditionally measured itself by the activity it manages - for example, the number of training courses run, and the reduction in the pay bill. HR business partners need to use business measures - for example, what was the change in the efficiency of the people who attended the training, and how did this affect the bottom line?

Making yourself heard

There has been a structural and philosophical change in the role of HR experts, from what they do to what they know - and how they use that knowledge. Ten years ago, HR was considered an extra - the department that was nice to have because it made life easier for everyone else. Now it is essential. It is really beginning to sink in that businesses are missing a great opportunity if they do not adopt the new HR business partner approach, irrespective of the title.

But there are still those who have adopted or inherited the business partner title without fulfilling the real role that goes with it. So it is hardly surprising that there is confusion about what exactly HR business partners do and how they add value.

If you want people to recognise that 'HR business partner' is not just a buzzword, you must demonstrate that in your work. With the right skills and attitudes, the benefits you can bring to a business are limitless.

Top 5 qualities of a good HR business partner-;

• They build deep, trusting relationships
• They remain independent and can challenge authority
• They know the business as well as the line managers
• They have a strong belief in their work and the difference HR can make
• They are technical experts in their own field
• HR business partners: myths and facts

Myth: Being an HR business partner is about using hard numbers to gauge success.

Fact: Both qualitative and quantitative measures are relevant in determining success. It is more about the impact or outcome of the HR activity than the activity itself.

Myth: An HR business partner is purely a consultant

Fact: Consulting is part of an HR business partner role, but it is not the whole story. The consulting model does not take account of the HR business calendar. The things that need to happen on a regular basis throughout the year require project and service management. HR business partners are also coaches, advisers and experts.

Myth: The strategic side of the role is more important than the operational side.

Fact: The strategic and the operational sides are equally important - and they are interdependent.

Myth: A good HR business partner must have worked in the same business for a long time to know how to make a difference.

Fact: The most important thing is the HR business partner's attitude. If they are flexible and quick to learn, they will be able to adapt their HR expertise to another type of business.

Business partnering refocuses attention on how HR is to achieve its aims: supporting line managers, aligning HR activities with the business and delivering efficient services. You’ll find here information on the HR business partner model, the Ulrich model, strategic business partners.

• The skills and behaviours you need to be a successful HR Business Partner 
• Expert advice on how to overcome the challenges HR Business Partners face 
• Practical guidance for working with other areas of the business 
• Hints on how to implement a more effective strategy for your organisation. 

You will build your capabilities and explore new ideas on the role of HR and how you can strategically influence your business and impact the future success of the organisation. 

The skill and capabilities HR Business Partners need to be successful developing your role and purpose as an HRBP boosting your confidence to be a skilled and knowledgeable HRBP. How to strategically influence decisions whilst understanding external factors that will affect your strategic decisions in short, intensive analysis of any work related - presented data.

Business Partners, Internal Consultants or Client Relationship Managers - the job titles vary but the fundamental requirements are the same. Business focused, value-driven HR is the future for the profession. Yet many, even within HR, doubt that many HR teams will be able to perform as business partners without acquiring new skills. 

In a recent survey, 80% of HR directors said that they believed that their team needed to develop new skills to meet the needs of their organisation. The top five skills gaps they identified were: influencing and political skills; strategic thinking; the ability to deliver results to achieve a target; leadership ability; and business knowledge. But having the skills is not enough - applying them in the chaotic and frantic world of work while still delivering the transactional duties of HR is the real challenge. 

This toolkit helps you to first identify those skills gaps and develop your team's capability and then to apply those skills to become genuine business partners. 

The detailed diagnostic self-assessments and development activities in The HR Business Partnering Toolkit help you and your team develop and improve the skills you need. The implementation models, process maps and case studies show you how to apply those skills to the real challenges facing your organisation. This toolkit shows you how to enable your HR team to deliver demonstrable value to your organisation. 

SECTION 1 - TOOLS FOR IMPLEMENTING HR BUSINESS PARTNERING 

Tool no. 1.1 Creating the Vision for HR 
Tool no. 1.2 Making the Case for HR Business Partnering 
Tool no. 1.3 Introduction to Stakeholder Mapping 
Tool no. 1.4 Assessing Readiness for HR Business Partnering 
Tool no. 1.5 Assessing the Readiness of HR 
Tool no. 1.6 Considering Outsourcing 
Tool no. 1.7 Identifying and Mapping HR Processes 
Tool no. 1.8 HR Partnering in Small and Medium-sized Organisations 
Tool no. 1.9 Assessing Current Roles 
Tool no. 1.10 Identifying Future HR Roles 
Tool no. 1.11 The Skills Required 
Tool no. 1.12 Drawing up an HR Business Partner Role Profile 
Tool no. 1.13 Ensuring Effective Integration Between Roles and Structure 
Tool no. 1.14 Lessons Learnt from other Organisations 

SECTION 2 - TOOLS FOR DEVELOPING AS AN HR BUSINESS PARTNER

 
Tool no. 2.1 HR Business Partner Competencies 
Tool no. 2.2 Influencing Skills Checklist 
Tool no. 2.3 Gaining Credibility 
Tool no. 2.4 Influencing Challenges 
Tool no. 2.5 Demonstrating Added Value 
Tool no. 2.6 Understanding Organisational Politics 
Tool no. 2.7 Overseeing Projects 
Tool no. 2.8 Using Consultancy Skills 
Tool no. 2.9 Partnering Development Plans 

SECTION 3 - TOOLS FOR HR BUSINESS PARTNERS TO USE WITHIN THE BUSINESS

 
Tool no. 3.1 Acting Strategically 
Tool no. 3.2 Senior Team Review Framework 
Tool no. 3.3 Developing HR Strategy 
Tool no. 3.4 Ensuring Alignment 
Tool no. 3.5 Developing Best Practise HR 
Tool no. 3.6 Using Organisational Metrics 

SECTION 4 - TOOLS FOR ASSESSING THE EFFECTIVENESS OF HR BUSINESS PARTNERING 

Tool no. 4.1 Measuring HR Business Partner Effectiveness 
Tool no. 4.2 Assessing the Effectiveness of HR Business Partners 
Tool no. 4.3 Reviewing the Partnering Model

Views of line managers on the impact and benefits of HR business partnering;

• How line buy-in influences the success of the model.
• How to secure buy-in and support from line managers.
• How HR can align its activities with organisational requirements.
• How HR business partners can operate at a strategic level.
• How to maintain and develop long term stakeholder engagement.

What determines the success of HR business partnering more than any other factor is the relationship between HR and the line.  Line managers are therefore major stakeholders in HR business partnering. As more organisations consider adopting the model, or ponder how to increase its effectiveness, Humba HR Consultants’ research looks at what happens when line managers are bought into the model, and what happens when they are not.  It offers practical steps to help HR engage more effectively with the line, demonstrating how the model can add real value to the organisation.