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Strategic Business Partner
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Strategic Business Partner - |
Description
How do you become a strategic business partner, working “at the table” with your organization’s leaders? And what does a strategic business partner actually do that is different from the work of an HR specialist, HR generalist, or performance consultant? Jim and Dana Robinson answer these questions in this, their newest book.
Organizations are becoming increasingly complex, and leaders are looking to the Human Resources (HR) function for more sophisticated and comprehensive support. To respond, HR functions must become more integrated into the business, with some people on the HR team assuming the role of strategic business partner (SBP). But how does an HR specialist or generalist become an SBP? And what does a strategic business partner do differently on Monday at 8 a.m.? Jim and Dana Robinson answer these questions by describing the major SBP accountabilities. First, SBPs build partnerships based upon credibility and trust with the key business leaders with whom they work. These partnerships provide SBPs with opportunities to reactively and proactively identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs’ credibility, enabling them to become full partners in the enterprise. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, and to create and implement people initiatives that link into and support these strategies and plans. Like their classic book Performance Consulting, this is a practical resource with case examples, exercises, and tools ready to use by HR, OD, and Learning professionals who aspire to become strategic business partners in their organizations.
To purchase this book, please click here.
Tools that support this book have been updated and combined with Performance Consulting tools. These downloadable tools are now available, at a fee, on Berrett-Koehler Publishers' website.
