To what extent dose the HR Business Partner value to the Organization Essay

To what extent dose the HR Business Partner value to the Organization - Essay Example The HR business partner model is a result of Ulrich’s HRM model that views HR as a strategic partner in business and share organisational vision and goals. In the present discourse HR business partner concept has been explored in detail in order to understand the extent of value this concept adds to an organisation’s growth and development. To achieve this, theoretical base of HR business partner concept needs to be traced so that the pattern of its development provides good reason to understand the importance and value that HR business partners carry. Further, contribution that HR business partners make in various organisational functions/activities provide an understanding of their roles. Organisational functions such as strategic management and planning, performance management, human resource management, organisational design, culture and communication are various spheres where HR business partners’ influence can be felt. Issues and concerns faced by HR busine ss partners’ would further help in assessing their value add in organisation. Many examples from literature and research provide ample data and facts related to effectiveness of HR business partners as well as issues/concerns faced by HR and operations executives. Situations where HR business partners’ failed to create effective partnership are mentioned. Factors that impact HR business partnership such as relationship, communication, HR competencies, cultural influence, leadership etc have been judged in order to understand how HR business partner model can be made more effective in achieving desired organisational and HR objectives. Finally, conclusions and probable recommendations based on various aspects explored in this discourse have been outlined. Theoretical bases for HRBP concept: Human resource professionals as business partners that provided the backbone for organisational performance was first emphasized by Dave Ulrich (Boroughs, Hunter & Palmer, 2008). Ulr ich’s foundation to HR model was based on his statement, â€Å"HR should be defined not by what it does but by what it delivers – the results that enrich the organisation’s value to customers, investors, and employees† (1998; p.29). Based on this, Ulrich proposed four key roles for HR professionals, namely, strategic partner, administrative expert, employee champion, and Change agent. Through each of these roles, Ulrich reinforced the significance of HR professionals in organisational performance. In fact, a variety of roles of HR have been proposed by different management specialists. Ulrich’s model provides a concise and consolidated framework for actual contribution that HR professionals can make to the growth, development and sustenance of an organisation in a systematic and understandable fashion. As strategic partners, HR professionals are actively involved in formulating plans and making decisions that are strategically inclined to the busin ess and/or operational activities. In fact, HR business partners have specific duties in each of the four roles specified in Ulrich’s model (Hunter, 2005). As strategic partners, HR professionals are involved in framing HR strategies in line with organisational goals and objectives; specific operational objectives are also considered while framing the strategies. Critiques, which include Ulrich also, have argued that the HR roles in this model literally mean HR functions, and not limited to specific roles. However, many