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Implementation of HR Business Partner Model

by Danial
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Table of Contents

  • Introduction
  • Business Partner Model
  • The use of centralised shared service centres
  • The devolution of HR Responsibilities to the Line Managers
  • Conclusion
  • Reference List

Introduction

In the last decade, a classic HR model based on the work of Dave Ulrich et al has gained prominence based on three core elements, namely: business partners, shared services, and centres of expertise (Ulrich 1997, p.6).  A difference should be created between “hard” and “soft” approaches to HRM, in which the company can follow a “hard” strategy in which, like all development considerations, workers may be viewed as a resource to be handled. In the other side, companies should emphasise a “soft” HRM strategy in which workers appear as a valued commodity whose commitment plays a vital role in achieving the performance of the company. The paper discusses the feasibility of the business relationship model in resolving the improvements and changes needed by investing in “human capital.”

Discussion

Business Partner Model

HR business collaboration is the mechanism in which HR practitioners collaborate together with business leaders or line managers to accomplish common operational priorities, mainly for the purpose of developing and integrating HR structures and processes that drive strategic business objectives (Caldwell 2010, p.49). In the HR business partnership model, human resources departments play a critical role in strategic planning, especially in achieving current and future objectives (Ian 2006, p.33). The model reflects not only on HR tasks such as accounting, compensation and employee partnerships, it also brings value to the enterprise by guiding the development, growth, preparation and placement of new and existing workers (Lambert 2009, p.7).

Implementation of HR Business Partner Model

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