Draft HR Business Partner job description



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Job title: HR Business Partner

Job family: Business Support

Reports to: Director, Golden Lane Housing/Head of HR, Services

Management of: N/A

The key roles for HR Business Partner are:

• Business Partner

• People Strategic Lead

• Culture and Change Agent

• Stakeholder Management

• HR Expert

Business Partner

The HRBP fully contributes to and has accountability with senior team members for the success of the GLH team. They have a vision for how the team can succeed in the future and play an active part in the establishment of the overall strategy to deliver on this vision. They will know the team, its operating context, the market, and the people inside-out and can use data to identify trends and cultural issues. They understand the finances and how the team can grow.

KPI’s:

• Joint accountability for achievement of relevant KPIs

• Drives and supports effective business planning and challenges established/ingrained thinking

• Produces and presents people related MI and cost/benefit analyses to support decision making and targeting of issues

• Facilitates the process of gaining strategic clarity in team plans and leads the implementation of business strategies to make them real to the employees of the company

• Contributes to business analysis to support organic and other growth, recognising business trends, their impact on the business, and able to forecast potential obstacles to success

• Demonstrates organisational insight through knowledge of people and operating contexts and targets action

Measures: effective people plan in place, alignment to PS strategy, evidence of effective MI dashboard in region/team incorporating key metrics, achievement of KPIs, performance in accountability meetings, matrix 360 feedback, talks with knowledge base of teams/culture, successful new ideas

People Strategic Lead

The HRBP will develop and implement locally Shape your Future and other people strategies/frameworks which will incorporate sound organisation development principles. This will include a talent management plan in the team which ensures that individuals enter, move up, across, or out of the organisation in a way that benefits the team and wider business unit/Mencap. They will achieve higher productivity across the region, saving money.

KPI’s:

• Shapes and implements the team people strategy which supports national initiatives like Shape your Future, including a talent management plan

• Understands and applies organisation development frameworks to senior team thinking, e.g. talent pipeline, succession planning, high performance culture etc.

• Leads and develops new attraction strategies in team, promoting the employer brand

• Understands how to maximise productivity in teams using organisation design principles, identifying blockers to effectiveness and providing solutions

• Identifies and shapes leadership development and career development for the benefit of the team and the wider Mencap in partnership with OD and L&D colleagues

• Leads on local employee engagement initiatives to align interests of employees and BU, listening to employee opinion and keeping abreast of the employee relations climate within the region

Measures: achievement of KPIs (turnover, vacancies/agency, productivity), talent plan in place, L&D plan in place, top talented programme in place, succession planning in progress, SYF appraisal scores, appraisal completion rates, levels of engagement, exit interview data

Culture and Change Agent

The HRBP understands and plans for cultural change in all projects and knows how to gain commitment to change from staff across all service types. They help turn what is known into what is done. They role model a positive cultural attitude.

KPI’s:

• Understands the culture(s) and true service context across the team and how this helps or hinders progress

• Help shape the culture, trying to align external customer expectations with internal employee and organisation behaviours 

• Coaches leaders in how their actions reflect and drive culture and how to make culture and change real to employees

• Takes lead role in supporting local change, supporting and challenging managers to be effective/inspirational leaders

• Ensures change happens through implementation of strategies, projects, or initiatives and reviews outcomes of these and their contribution to achieving business strategy

Measures: Evidence of strong leadership in team, embedding/success of new operating structures, engagement levels, achievement of KPIs, SYF scores, talks from knowledge base about culture

Stakeholder Management

The HRBP creates strong relationships with all the key stakeholders and clients within their matrix, including wider HR team, OD, senior team, operational managers, AskHR, quality and commercial teams and the wider Mencap. This leverages effective coalitions and joined up thinking across HR team and wider business unit/Mencap. They have a service orientation, working to high standards of customer service and campaigns for GLH and wider Mencap interests.

KPI’s:

• Provides honest and constructive feedback to everyone they work with in the interests of organisational improvement

• Trusted and works effectively with all stakeholders in their matrix

• Works to improve effectiveness across all HR function

• Works effectively with shared service to identity people trends/issues

• Achieves results through utilising the whole HR and wider support functions

• Creates winning coalitions across functions and handles conflict/powerful parties well

• Manages competing/conflicting priorities effectively and can achieve a way through

Measures: 360 matrix feedback, impact on HR/PS practice improvement, success of HRDirect, evidence of strong relationships, evidence of effective team working with quality, commercial, BSC and operational colleagues

HR Expert

Practices and demonstrates a high level of technical HR knowledge, skill and expertise, including legal, theory, and tools. Uses HR networks to upskill self and the teams they work with. Achieves high trust in knowledge and ability to apply this to business focussed solutions.

KPI’s:

• Advises on high profile ER cases where necessary, liaising with AskHR

• Has oversight of litigation activity in conjunction with AskHR team

• Monitors ER activity in region/team via AskHR team and reports on this to senior team

• Advises teams they work with on good practice HR

• Ensures managers have required HR skills and expertise

• Contributes to policy development

• Contributes to wider HR team practice/thinking by taking strategic lead on area of practice/project

• Undertakes regional/team job analysis/evaluation

Measures: litigation levels, resolution of high profile cases, plan achieved to develop manager HR skills in move to the HRDirect service, effective relationship with AskHR team

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HR Business Partner person spec

Knowledge Essential/Desirable

Knowledge of HR theories, frameworks and tools E

Change management E

Project management D

Organisation development/design principles D

Mergers & Acquisitions D

Skills/personal attributes

Good judgement/decision making E

Strategic planning E

Systems thinker E

Business savvy E

Risk taker E

Political awareness E

Creates excitement E

Provocateur E

Initiative E

Honesty E

Adaptability E

Resilient E

Self awareness E

Empathy E

Optimism E

Ambiguity tolerance E

Experience

Extensive HRBP experience E

Housing sector experience as HRBP D

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