Be proactive in realising goals

As strategic business partners, human resources professionals are in a position to influence the direction of the organisation as well as enhance the value of HR programmes and services.

Strategic business partnerships are synergistic, mutually beneficial, and long-term oriented. Such relationships require the HR function to develop responsive, customer-service orientation to better understand its internal client needs.

Most HR functions are not perceived to be valuable because their programmes and services are not linked to the organisation's strategic business goals.

Other programmes falter because many a time, HR professionals do not properly communicate the value and benefits of their interventions to decision makers within the organisation.

Partnership

In other words the HR function lacks credibility, and this has a devastating impact on its effectiveness within the organisation.

To address this dilemma, HR professionals need to be proactive in their efforts to change these perceptions and discover ways of enhancing their credibility and effectiveness.

One approach is to become a strategic business partner. A strategic business partner is a person who "takes part" with others, and partnerships involve the "parts" we each play at work.

There are two primary elements of partnership - purpose and partnering.

Purpose defines "why" a partnership is needed, and provides a focus and direction for the partnership. Partnering occurs when HR and clients pursue a common purpose together.

Partnering exemplifies the visible and invisible dynamics between the HR professional, client and purpose, providing for clarified roles and focus.

This intra-organisational alliance formed between HR professionals and organisational leaders help the organisation achieve its short-term business goals and objectives, and ensure successful implementation of strategic plans. There are four critical steps in becoming a strategic business partner:

1. Establish credibility by demonstrating professional expertise and a good understanding of organisational operations and culture, to enhance credibility.

2. Develop a customer service strategy that satisfies their stakeholders' needs and expectations. A stakeholder can be defined as anyone who has something to gain or lose as a result of an interaction with HR i.e. employees, managers and organisation units. These gains and losses collectively frame needs and become the target for performance improvement.

3. Demonstrate business acumen through an understanding of business strategies, goals, and financial performance. Acquiring knowledge of business fundamentals, systems theory, organisational culture, operations, and politics enables HR professionals to think like their clients and facilitate change without disrupting the firm's operations.

4. Engage in professional HR sub-roles as an influencer, strategist, and problem solver.

Awareness of these sub-roles gives the HR professional the ability to respond to unforeseen contingencies and to provide appropriate solutions to complex and sensitive issues.

Sanjiv Anand is the Managing Director and Rajesh Iyer is a Director at Cedar Management Consulting International.