Sharpening HRBP roles in line with business needs to increase efficiency and customer satisfaction
The previous revision of the HR operating model, which was based on the three-pillar model, could not be consistently implemented. There was a clear discrepancy between the target image and the actual role of the HR Business Partners (HRBPs). The business had stronger operational needs, particularly in terms of supporting integrations, while the empowerment of HRBPs was only partially realised. Business satisfaction with HR support was low. In addition, the business is facing new, sometimes acute challenges that were less urgent a few years ago
A structured project was initiated to re-sharpen the HR Business Partner Operating Model and increase the efficiency of HR support.
Facts & Figures
- Updating the HR Business Partner portfolio in line with the needs of the business
- Redefinition of the HR Business Partner role(s)
- Set up an event-driven empowerment programme with on-the-job development elements to best support the transfer (identification of 4 key HRBP-business interactions empowered with new support materials, content input, coaching, peer exchange)
1. analysis of current resource allocation:
A pragmatic survey was conducted with all HR business partners in order to record the current distribution of working time across different subject areas. This made it possible to identify current core tasks and time wasters and to compare these with the needs of the business. To this end, short interviews were conducted with selected business representatives - in addition to the existing results of an HR satisfaction survey. In addition, the HRBP service ratio was determined for different customer segments.
2. lessons learnt:
By involving HRBPs and individual business representatives, the HRBP portfolio was developed in line with the needs of the business and the HRBP profile was sharpened in line with the realities of life.
3rd workshop to develop objectives:
The results of the analysis were used in a full-day workshop to develop an objective for the HRBP operating model. The target picture included:
- Updating the HR Business Partner portfolio in line with the needs of the business
- Redefining the HR Business Partner role(s)
- Definition of a cooperation model between HRBP and organisational development
- Derivation of necessary task shifts between HR units (HR Services, CoEs, ...)
- Drawing up an event-related enablement programme with on-the-job development elements to support the transfer in the best possible way
4. steering committee and preparation of the enablement:
Following a decision by the steering committee, communication to the HRBP and the prompt start of the event-related enablement programme were initiated.
"By focussing sharply on the needs of the business, we were able to successfully adapt the HRBP model and significantly increase satisfaction with our HR support."
Silke Wechsung-Malat
Head of HR Strategy and Transformation, Vonovia SE
Highlights
Further insights from the case:
- The importance of capturing the actual allocation of resources: How analysing the actual working time distribution of HRBPs provided the initial picture for the success of the transformation.
- Successful HRBP interactions: Visualisations and examples of new HRBP support formats and their impact on collaboration with the business.
- Example of the HR Quarterly: The new format for the regular review of departmental KPIs, developed in collaboration with the business, as a success story for HRBP enablement.
Broadening perspectives - further topics
Successful organisations are characterised by a common direction, effective positioning, committed employees, efficient managers, high-performing teams, a constructive culture and experience with change. These characteristics are closely interlinked and reinforce each other.
HR Transformation
HR transformation: Successful organisations leverage the potential of their employees. In addition to a clear direction and structure, the right incentives and empowerment for employees are essential.
Team Performance
High-performing teams are the foundation and building block of excellent organisations: Teams form the most important environment for all employees and managers. Collaboration, innovation, problem-solving, personal development, learning and appreciation all take place in teams.
Change management
Important decisions in organisations sometimes require far-reaching changes. This can be triggered by changes in strategy, restructuring and efficiency programmes, acquisitions or organisational changes. Changes are more than just the implementation of blueprints. At its core, it is always about people whose behaviour and cooperation must change. Change can only be successful if both are successful.
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