Human Resources Professional: From Traditional HR Role to Business Partner

Companies typically begin to explore moving to an HR shared services model when HR is trying to improve quality of service, reduce the cost of delivering service, leverage technology more effectively, while improving overall employee lifecycle process efficiency.

The leading practice service delivery model for HR has three components. The first component, centers of expertise, are leveraged for program design and governance. The second component is an HR service center, which typically processes transactions and handles employee and manager inquiries. The third component is the HR business partner, who focuses on providing HR support to the day-to-day business operations. This role remains embedded within the business, handling employee relations issues, and delivering programmatic content, therefore becoming more in-tune with operations' workforce needs. The migration of the typical HR generalist role to an HR business partner role results in the HR business partner employing a more consultative approach, focusing on coaching leaders on a variety of HR programs, such as succession planning and leadership and career development, as well as being the HR liaison to the business and the employee when employee relations or union relations situations arise.

Human Resources managers and senior professionals in the function who seek to learn how to manage a Human Resources function from an executive perspective.

Certificate

By the end of the program, participants will be able to:

• Demonstrate thorough understanding of the nature of HR as a managerial function.
• List all HR functions and responsibilities and identify their contributions to organizational success.
• Write an HR strategy while ensuring its alignment with the overall organizational strategy.
• Measure the contribution of HR to the bottom line in profit and non-profit organizations.
• Assess the effectiveness of the Human Resources function through the use of smart Key Performance Indicators (KPIs) and indices.
• Demonstrate how a competency framework can increase the effectiveness of the HR function.
• List the core competencies for an HR professional.

Global economics proves to us on a daily basis the organisational need for ‘fore-most’ and ‘leading’ talent in order to succeed in increasingly complex and competitive global markets. In order to achieve the ‘best’ possible result for organizations, developing the right talent is as much a necessity as hiring and retaining employees.

Who are we?

ZOE Talent Solutions is a global training and consulting firm that has been serving leading businesses in many countries. We specialise in capacity building and talent development solutions for individuals and organisations, through our highly customised courses and training sessions, in a wide array of disciplines.

What do we do?

ZOE assists organisations in identifying their most important goals, and guides management teams by working closely with each member, in making lasting improvements to their performance. This process thus promises a definite increase in revenue and savings and a higher Return On Investment (ROI). Over nearly a decade, our team has built a globally recommendable enterprise uniquely equipped skills including and not limited to coaching, facilitation , counselling and strategising.