This book highlights the changes and challenges to the role of the HR Business Partner, overviewing the emerging service delivery models for the HR function (in particular the development of shared services and outsourcing options) and what this means for the HR Business Partner (HRBP) in the modern enterprise. The purpose of this book is to provide a conceptual framework and practical advice, based on real life case studies and recent research, into how HR Business Partners best add value to the organization. The authors have extensive experience of working in the area of HR restructuring (having been HR Directors in blue chip organizations and senior advisers in leading consultancies) and have consistently come up against confusion and contradiction about what is the new role of the HR Manager/Business Partner in supporting business managers in the delivery of strategic and tactical objectives. Theory and conceptual models are used to underpin this book but it has been written as a pragmatic, hands-on guide that will help its readers think through how best they might fulfil the role of the HRBP. The book contains checklists, case study examples and self-assessment tools. It is supported by supplementary material (updates, further case studies, templates and tools) which are available via the authors' website.

This Orion Partners' report addresses the main considerations for an organization investigating a large-scale transference of HR transactional activity to an outsource provider. The report also provides an overview of the market for HR outsourcing services in Europe. There are sections profiling each of the main outsourcing providers in the UK and continental Europe and case studies drawn from both the public and private sector. Human Resources Outsourcing agreements, which typically run for seven years or more, have a critical influence on any organization's ability to deliver its long-term strategy. The Orion Partners' report is a valuable contribution to identifying the right model, locating the right partner and realising the value of one of the most important elements in the current strategic investment for large organizations. It also provides helpful advice on how to manage the impact of outsourcing on the retained HR team.

For many years now, both private and public sector organizations have been dealing with the challenge of how best to improve corporate performance. HR has not escaped this scrutiny. The very same businesses that have spent recent years cost cutting, restructuring and streamlining, are putting the pressure on the HR 'overhead' to prove that it is not just a cost centre but a function that provides added value through alignment to business needs and aspirations. The traditional, transaction-based HR service must, however, still be delivered. Understanding how to combine a renewed strategic focus with effective delivery of transactional and administrative services is the key to HR's next generation of service delivery models. The authors' work with HR functions includes an established set of service design criteria and an approach that differentiates between a successful implementation and what can be a costly backward step that only serves to alienate the business. They show how any prospective HR transformation should consider five fundamental issues in the service design phase to align the HR approach to the business strategy. These issues are critical to ensuring a fit for purpose HR function that can measure and demonstrate the value it adds. About The Gower HR Transformation Series: The Human Resources function faces a continuing challenge to its role and purpose, in many organizations it has suffered from serious under-representation at strategic, board level. Yet, faced with the challenges of globalism, the need to innovate, manage knowledge, attract and retain the very best employees, organizations need an HR function that can lead from the front. The process of transforming the function is complex and rarely linear. It involves designing a function that can manage its generalist and specialist roles with equal skills. The Gower HR Transformation Series will help; it uses a blend of conceptual frameworks, practical advice and global case study examples to cover each of the main elements of the HR transformation process. The books in the series follow a standard format to make them easy to read and reference. Together, the titles create a definitive guide from one of the leading specialist HR transformation consultancies; an organization that has been involved in HR transformation for clients as diverse as Bombardier Transportation, Marks & Spencer, Barnardo's, Oxfam, Schroders, UnitedHealth Group, Nestlé, BP, HM Prison Service, Transport for London and Vodafone.

This book highlights the changes and challenges to the role of the HR Business Partner, overviewing the emerging service delivery models for the HR function (in particular the development of shared services and outsourcing options) and what this means for the HR Business Partner (HRBP) in the modern enterprise. The purpose of this book is to provide a conceptual framework and practical advice, based on real life case studies and recent research, into how HR Business Partners best add value to the organization. The authors have extensive experience of working in the area of HR restructuring (having been HR Directors in blue chip organizations and senior advisers in leading consultancies) and have consistently come up against confusion and contradiction about what is the new role of the HR Manager/Business Partner in supporting business managers in the delivery of strategic and tactical objectives. Theory and conceptual models are used to underpin this book but it has been written as a pragmatic, hands-on guide that will help its readers think through how best they might fulfil the role of the HRBP. The book contains checklists, case study examples and self-assessment tools. It is supported by supplementary material (updates, further case studies, templates and tools) which are available via the authors' website.

For many years now, both private and public sector organizations have been dealing with the challenge of how best to improve corporate performance. HR has not escaped this scrutiny. The very same businesses that have spent recent years cost cutting, restructuring and streamlining, are putting the pressure on the HR 'overhead' to prove that it is not just a cost centre but a function that provides added value through alignment to business needs and aspirations. The traditional, transaction-based HR service must, however, still be delivered. Understanding how to combine a renewed strategic focus with effective delivery of transactional and administrative services is the key to HR's next generation of service delivery models. The authors' work with HR functions includes an established set of service design criteria and an approach that differentiates between a successful implementation and what can be a costly backward step that only serves to alienate the business. They show how any prospective HR transformation should consider five fundamental issues in the service design phase to align the HR approach to the business strategy. These issues are critical to ensuring a fit for purpose HR function that can measure and demonstrate the value it adds. About The Gower HR Transformation Series: The Human Resources function faces a continuing challenge to its role and purpose, in many organizations it has suffered from serious under-representation at strategic, board level. Yet, faced with the challenges of globalism, the need to innovate, manage knowledge, attract and retain the very best employees, organizations need an HR function that can lead from the front. The process of transforming the function is complex and rarely linear. It involves designing a function that can manage its generalist and specialist roles with equal skills. The Gower HR Transformation Series will help; it uses a blend of conceptual frameworks, practical advice and global case study examples to

This book highlights the changes and challenges to the role of the HR Business Partner, overviewing the emerging service delivery models for the HR function (in particular the development of shared services and outsourcing options) and what this means for the HR Business Partner (HRBP) in the modern enterprise. The purpose of this book is to provide a conceptual framework and practical advice, based on real life case studies and recent research, into how HR Business Partners best add value to the organization. The authors have extensive experience of working in the area of HR restructuring (having been HR Directors in blue chip organizations and senior advisers in leading consultancies) and have consistently come up against confusion and contradiction about what is the new role of the HR Manager/Business Partner in supporting business managers in the delivery of strategic and tactical objectives. Theory and conceptual models are used to underpin this book but it has been written as a pragmatic, hands-on guide that will help its readers think through how best they might fulfil the role of the HRBP. The book contains checklists, case study examples and self-assessment tools. It is supported by supplementary material (updates, further case studies, templates and tools) which are available via the authors'' website.

This book highlights the changes and challenges to the role of the HR Business Partner, overviewing the emerging service delivery models for the HR function (in particular the development of shared services and outsourcing options) and what this means for the HR Business Partner (HRBP) in the modern enterprise. The purpose of this book is to provide a conceptual framework and practical advice, based on real life case studies and recent research, into how HR Business Partners best add value to the organization. The authors have extensive experience of working in the area of HR restructuring (having been HR Directors in blue chip organizations and senior advisers in leading consultancies) and have consistently come up against confusion and contradiction about what is the new role of the HR Manager/Business Partner in supporting business managers in the delivery of strategic and tactical objectives. Theory and conceptual models are used to underpin this book but it has been written as a pragmatic, hands-on guide that will help its readers think through how best they might fulfil the role of the HRBP. The book contains checklists, case study examples and self-assessment tools. It is supported by supplementary material (updates, further case studies, templates and tools) which are available via the authors'' website.

For many years now, both private and public sector organizations have been dealing with the challenge of how best to improve corporate performance. HR has not escaped this scrutiny. The very same businesses that have spent recent years cost cutting, restructuring and streamlining, are putting the pressure on the HR 'overhead' to prove that it is not just a cost centre but a function that provides added value through alignment to business needs and aspirations. The traditional, transaction-based HR service must, however, still be delivered. Understanding how to combine a renewed strategic focus with effective delivery of transactional and administrative services is the key to HR's next generation of service delivery models. The authors' work with HR functions includes an established set of service design criteria and an approach that differentiates between a successful implementation and what can be a costly backward step that only serves to alienate the business. They show how any prospective HR transformation should consider five fundamental issues in the service design phase to align the HR approach to the business strategy. These issues are critical to ensuring a fit for purpose HR function that can measure and demonstrate the value it adds. About The Gower HR Transformation Series: The Human Resources function faces a continuing challenge to its role and purpose, in many organizations it has suffered from serious under-representation at strategic, board level. Yet, faced with the challenges of globalism, the need to innovate, manage knowledge, attract and retain the very best employees, organizations need an HR function that can lead from the front. The process of transforming the function is complex and rarely linear. It involves designing a function that can manage its generalist and specialist roles with equal skills. The Gower HR Transformation Series will help; it uses a blend of conceptual frameworks, practical advice and global case study examples to cover each of the main elements of the HR transformation process. The books in the series follow a standard format to make them easy to read and reference. Together, the titles create a definitive guide from one of the leading specialist HR transformation consultancies; an organization that has been involved in HR transformation for clients as diverse as Bombardier Transportation, Marks & Spencer, Barnardo's, Oxfam, Schroders, UnitedHealth Group, Nestlé, BP, HM Prison Service, Transport for London and Vodafone.

For many years now, both private and public sector organizations have been dealing with the challenge of how best to improve corporate performance. HR has not escaped this scrutiny. The very same businesses that have spent recent years cost cutting, restructuring and streamlining, are putting the pressure on the HR 'overhead' to prove that it is not just a cost centre but a function that provides added value through alignment to business needs and aspirations. The traditional, transaction-based HR service must, however, still be delivered. Understanding how to combine a renewed strategic focus with effective delivery of transactional and administrative services is the key to HR's next generation of service delivery models. The authors' work with HR functions includes an established set of service design criteria and an approach that differentiates between a successful implementation and what can be a costly backward step that only serves to alienate the business. They show how any prospective HR transformation should consider five fundamental issues in the service design phase to align the HR approach to the business strategy. These issues are critical to ensuring a fit for purpose HR function that can measure and demonstrate the value it adds. About The Gower HR Transformation Series: The Human Resources function faces a continuing challenge to its role and purpose, in many organizations it has suffered from serious under-representation at strategic, board level. Yet, faced with the challenges of globalism, the need to innovate, manage knowledge, attract and retain the very best employees, organizations need an HR function that can lead from the front. The process of transforming the function is complex and rarely linear. It involves designing a function that can manage its generalist and specialist roles with equal skills. The Gower HR Transformation Series will help; it uses a blend of conceptual frameworks, practical advice and global case study examples to cover each of the main elements of the HR transformation process. The books in the series follow a standard format to make them easy to read and reference. Together, the titles create a definitive guide from one of the leading specialist HR transformation consultancies; an organization that has been involved in HR transformation for clients as diverse as Bombardier Transportation, Marks & Spencer, Barnardo's, Oxfam, Schroders, UnitedHealth Group, Nestlé, BP, HM Prison Service, Transport for London and Vodafone.

This Orion Partners'' report addresses the main considerations for an organization investigating a large-scale transference of HR transactional activity to an outsource provider. The report also provides an overview of the market for HR outsourcing services in Europe. There are sections profiling each of the main outsourcing providers in the UK and continental Europe and case studies drawn from both the public and private sector. Human Resources Outsourcing agreements, which typically run for seven years or more, have a critical influence on any organization''s ability to deliver its long-term strategy. The Orion Partners'' report is a valuable contribution to identifying the right model, locating the right partner and realising the value of one of the most important elements in the current strategic investment for large organizations. It also provides helpful advice on how to manage the impact of outsourcing on the retained HR team.

This book highlights the changes and challenges to the role of the HR Business Partner, overviewing the emerging service delivery models for the HR function (in particular the development of shared services and outsourcing options) and what this means for the HR Business Partner (HRBP) in the modern enterprise. The purpose of this book is to provide a conceptual framework and practical advice, based on real life case studies and recent research, into how HR Business Partners best add value to the organization. The authors have extensive experience of working in the area of HR restructuring (having been HR Directors in blue chip organizations and senior advisers in leading consultancies) and have consistently come up against confusion and contradiction about what is the new role of the HR Manager/Business Partner in supporting business managers in the delivery of strategic and tactical objectives. Theory and conceptual models are used to underpin this book but it has been written as a pragmatic, hands-on guide that will help its readers think through how best they might fulfil the role of the HRBP. The book contains checklists, case study examples and self-assessment tools. It is supported by supplementary material (updates, further case studies, templates and tools) which are available via the authors' website.

This Orion Partners' report addresses the main considerations for an organization investigating a large-scale transference of HR transactional activity to an outsource provider. The report also provides an overview of the market for HR outsourcing services in Europe. There are sections profiling each of the main outsourcing providers in the UK and continental Europe and case studies drawn from both the public and private sector. Human Resources Outsourcing agreements, which typically run for seven years or more, have a critical influence on any organization's ability to deliver its long-term strategy. The Orion Partners' report is a valuable contribution to identifying the right model, locating the right partner and realising the value of one of the most important elements in the current strategic investment for large organizations. It also provides helpful advice on how to manage the impact of outsourcing on the retained HR team.

For many years now, both private and public sector organizations have been dealing with the challenge of how best to improve corporate performance. HR has not escaped this scrutiny. The very same businesses that have spent recent years cost cutting, restructuring and streamlining, are putting the pressure on the HR 'overhead' to prove that it is not just a cost centre but a function that provides added value through alignment to business needs and aspirations. The traditional, transaction-based HR service must, however, still be delivered. Understanding how to combine a renewed strategic focus with effective delivery of transactional and administrative services is the key to HR's next generation of service delivery models. The authors' work with HR functions includes an established set of service design criteria and an approach that differentiates between a successful implementation and what can be a costly backward step that only serves to alienate the business. They show how any prospective HR transformation should consider five fundamental issues in the service design phase to align the HR approach to the business strategy. These issues are critical to ensuring a fit for purpose HR function that can measure and demonstrate the value it adds. About The Gower HR Transformation Series: The Human Resources function faces a continuing challenge to its role and purpose, in many organizations it has suffered from serious under-representation at strategic, board level. Yet, faced with the challenges of globalism, the need to innovate, manage knowledge, attract and retain the very best employees, organizations need an HR function that can lead from the front. The process of transforming the function is complex and rarely linear. It involves designing a function that can manage its generalist and specialist roles with equal skills. The Gower HR Transformation Series will help; it uses a blend of conceptual frameworks, practical advice and global case study examples to cover each of the main elements of the HR transformation process. The books in the series follow a standard format to make them easy to read and reference. Together, the titles create a definitive guide from one of the leading specialist HR transformation consultancies; an organization that has been involved in HR transformation for clients as diverse as Bombardier Transportation, Marks & Spencer, Barnardo's, Oxfam, Schroders, UnitedHealth Group, Nestlé, BP, HM Prison Service, Transport for London and Vodafone.

This book highlights the changes and challenges to the role of the HR Business Partner, overviewing the emerging service delivery models for the HR function (in particular the development of shared services and outsourcing options) and what this means for the HR Business Partner (HRBP) in the modern enterprise. The purpose of this book is to provide a conceptual framework and practical advice, based on real life case studies and recent research, into how HR Business Partners best add value to the organization. The authors have extensive experience of working in the area of HR restructuring (having been HR Directors in blue chip organizations and senior advisers in leading consultancies) and have consistently come up against confusion and contradiction about what is the new role of the HR Manager/Business Partner in supporting business managers in the delivery of strategic and tactical objectives. Theory and conceptual models are used to underpin this book but it has been written as a pragmatic, hands-on guide that will help its readers think through how best they might fulfil the role of the HRBP. The book contains checklists, case study examples and self-assessment tools. It is supported by supplementary material (updates, further case studies, templates and tools) which are available via the authors' website.

For many years now, both private and public sector organizations have been dealing with the challenge of how best to improve corporate performance. HR has not escaped this scrutiny. The very same businesses that have spent recent years cost cutting, restructuring and streamlining, are putting the pressure on the HR 'overhead' to prove that it is not just a cost centre but a function that provides added value through alignment to business needs and aspirations. The traditional, transaction-based HR service must, however, still be delivered. Understanding how to combine a renewed strategic focus with effective delivery of transactional and administrative services is the key to HR's next generation of service delivery models. The authors' work with HR functions includes an established set of service design criteria and an approach that differentiates between a successful implementation and what can be a costly backward step that only serves to alienate the business. They show how any prospective HR transformation should consider five fundamental issues in the service design phase to align the HR approach to the business strategy. These issues are critical to ensuring a fit for purpose HR function that can measure and demonstrate the value it adds. About The Gower HR Transformation Series: The Human Resources function faces a continuing challenge to its role and purpose, in many organizations it has suffered from serious under-representation at strategic, board level. Yet, faced with the challenges of globalism, the need to innovate, manage knowledge, attract and retain the very best employees, organizations need an HR function that can lead from the front. The process of transforming the function is complex and rarely linear. It involves designing a function that can manage its generalist and specialist roles with equal skills. The Gower HR Transformation Series will help; it uses a blend of conceptual frameworks, practical advice and global case study examples to

This book highlights the changes and challenges to the role of the HR Business Partner, overviewing the emerging service delivery models for the HR function (in particular the development of shared services and outsourcing options) and what this means for the HR Business Partner (HRBP) in the modern enterprise. The purpose of this book is to provide a conceptual framework and practical advice, based on real life case studies and recent research, into how HR Business Partners best add value to the organization. The authors have extensive experience of working in the area of HR restructuring (having been HR Directors in blue chip organizations and senior advisers in leading consultancies) and have consistently come up against confusion and contradiction about what is the new role of the HR Manager/Business Partner in supporting business managers in the delivery of strategic and tactical objectives. Theory and conceptual models are used to underpin this book but it has been written as a pragmatic, hands-on guide that will help its readers think through how best they might fulfil the role of the HRBP. The book contains checklists, case study examples and self-assessment tools. It is supported by supplementary material (updates, further case studies, templates and tools) which are available via the authors'' website.

This book highlights the changes and challenges to the role of the HR Business Partner, overviewing the emerging service delivery models for the HR function (in particular the development of shared services and outsourcing options) and what this means for the HR Business Partner (HRBP) in the modern enterprise. The purpose of this book is to provide a conceptual framework and practical advice, based on real life case studies and recent research, into how HR Business Partners best add value to the organization. The authors have extensive experience of working in the area of HR restructuring (having been HR Directors in blue chip organizations and senior advisers in leading consultancies) and have consistently come up against confusion and contradiction about what is the new role of the HR Manager/Business Partner in supporting business managers in the delivery of strategic and tactical objectives. Theory and conceptual models are used to underpin this book but it has been written as a pragmatic, hands-on guide that will help its readers think through how best they might fulfil the role of the HRBP. The book contains checklists, case study examples and self-assessment tools. It is supported by supplementary material (updates, further case studies, templates and tools) which are available via the authors'' website.

For many years now, both private and public sector organizations have been dealing with the challenge of how best to improve corporate performance. HR has not escaped this scrutiny. The very same businesses that have spent recent years cost cutting, restructuring and streamlining, are putting the pressure on the HR 'overhead' to prove that it is not just a cost centre but a function that provides added value through alignment to business needs and aspirations. The traditional, transaction-based HR service must, however, still be delivered. Understanding how to combine a renewed strategic focus with effective delivery of transactional and administrative services is the key to HR's next generation of service delivery models. The authors' work with HR functions includes an established set of service design criteria and an approach that differentiates between a successful implementation and what can be a costly backward step that only serves to alienate the business. They show how any prospective HR transformation should consider five fundamental issues in the service design phase to align the HR approach to the business strategy. These issues are critical to ensuring a fit for purpose HR function that can measure and demonstrate the value it adds. About The Gower HR Transformation Series: The Human Resources function faces a continuing challenge to its role and purpose, in many organizations it has suffered from serious under-representation at strategic, board level. Yet, faced with the challenges of globalism, the need to innovate, manage knowledge, attract and retain the very best employees, organizations need an HR function that can lead from the front. The process of transforming the function is complex and rarely linear. It involves designing a function that can manage its generalist and specialist roles with equal skills. The Gower HR Transformation Series will help; it uses a blend of conceptual frameworks, practical advice and global case study examples to cover each of the main elements of the HR transformation process. The books in the series follow a standard format to make them easy to read and reference. Together, the titles create a definitive guide from one of the leading specialist HR transformation consultancies; an organization that has been involved in HR transformation for clients as diverse as Bombardier Transportation, Marks & Spencer, Barnardo's, Oxfam, Schroders, UnitedHealth Group, Nestlé, BP, HM Prison Service, Transport for London and Vodafone.

For many years now, both private and public sector organizations have been dealing with the challenge of how best to improve corporate performance. HR has not escaped this scrutiny. The very same businesses that have spent recent years cost cutting, restructuring and streamlining, are putting the pressure on the HR 'overhead' to prove that it is not just a cost centre but a function that provides added value through alignment to business needs and aspirations. The traditional, transaction-based HR service must, however, still be delivered. Understanding how to combine a renewed strategic focus with effective delivery of transactional and administrative services is the key to HR's next generation of service delivery models. The authors' work with HR functions includes an established set of service design criteria and an approach that differentiates between a successful implementation and what can be a costly backward step that only serves to alienate the business. They show how any prospective HR transformation should consider five fundamental issues in the service design phase to align the HR approach to the business strategy. These issues are critical to ensuring a fit for purpose HR function that can measure and demonstrate the value it adds. About The Gower HR Transformation Series: The Human Resources function faces a continuing challenge to its role and purpose, in many organizations it has suffered from serious under-representation at strategic, board level. Yet, faced with the challenges of globalism, the need to innovate, manage knowledge, attract and retain the very best employees, organizations need an HR function that can lead from the front. The process of transforming the function is complex and rarely linear. It involves designing a function that can manage its generalist and specialist roles with equal skills. The Gower HR Transformation Series will help; it uses a blend of conceptual frameworks, practical advice and global case study examples to cover each of the main elements of the HR transformation process. The books in the series follow a standard format to make them easy to read and reference. Together, the titles create a definitive guide from one of the leading specialist HR transformation consultancies; an organization that has been involved in HR transformation for clients as diverse as Bombardier Transportation, Marks & Spencer, Barnardo's, Oxfam, Schroders, UnitedHealth Group, Nestlé, BP, HM Prison Service, Transport for London and Vodafone.

This Orion Partners'' report addresses the main considerations for an organization investigating a large-scale transference of HR transactional activity to an outsource provider. The report also provides an overview of the market for HR outsourcing services in Europe. There are sections profiling each of the main outsourcing providers in the UK and continental Europe and case studies drawn from both the public and private sector. Human Resources Outsourcing agreements, which typically run for seven years or more, have a critical influence on any organization''s ability to deliver its long-term strategy. The Orion Partners'' report is a valuable contribution to identifying the right model, locating the right partner and realising the value of one of the most important elements in the current strategic investment for large organizations. It also provides helpful advice on how to manage the impact of outsourcing on the retained HR team.