l ensure that their activities provide added value for the organization;
l be aware of the broader context (the competitive environment and the
business, economic, social and legal factors that affect it) in which the
function operates;l think in terms of the bigger and longer-term picture of where HR
strategies for the function should go and how to get there;l believe in and practise evidence-based management;
l be capable of making a powerful business case for any proposals on the
development of HR strategies for the function.THE STRATEGIC ROLE OF HR BUSINESS PARTNERS
The strategic role of HR business partners is to promote the achievement of
the business goals of the organizational unit or function in which they
operate. To carry out this role they should:
l understand the business and its competitive environment;
l understand the goals of their part of the business and its plans to attain
them;l ensure that their activities provide added value for the unit or function;
l build relationships founded on trust with their line management clients;
l provide support to the strategic activities of their colleagues;
l align their activities with business requirements;
l believe in and practise evidence-based management;
l be proactive, anticipating requirements, identifying problems and
producing innovative and evidence-based solutions to them;l see the broad picture and rise above the day-to-day detail.
THE STRATEGIC CONTRIBUTION OF HR ADVISERS
OR ASSISTANTSThe role of HR advisers or assistants is primarily that of delivering effective
HR services within their function or as members of an HR service centre.
While they will not be responsible for the formulation of HR strategies they
may contribute to them within their own speciality. They will need to under-
stand the business goals of the departments or managers for whom they
provide services in order to ensure that these services support the
achievement of those goals.
78 l The practice of strategic HRM