Fundamentally we believe there are 26 core accountabilities of the Human Resources function which can be summarized into 4 key areas
Partner With business leaders to deliver aligned organisational strategies, programs, capabilities and plans.
Partner With business leaders to deliver differentiated, effective, efficient and economical HR polices, process and practices.
Lead all HR governance and performance excellence strategies, programs, capabilities and plans.
Lead all HR innovation and development strategies, programs, capabilities and plans
Core to our proposition and our thinking is a belief that the HR function is defined by 26 Accountabilities which are represented by these two differing illustrations. In the circular visual we indicate in the HRFP roles the core and secondary accountabilities are are outside of the core circle.
Each role will have core accountabilities key to the successful performance in the role and thus it is our role to identify HR Talent with the necessary demonstrated experiences and/or capabilities to meet the demands of the job. Each of the 26 are defined in detail and we have a 0 – 5 Capability Level for each which is defined by past experiences and examples.
Pro-active business partner leadership is significantly above expectation
Your HR Leader/Team has demonstrated an exceptional understanding of the business and uses templates and tools to facilitate and contribute at business planning sessions
Actively and dynamically partnering in the development, alignment and delivery of organisation aspirations, strategies, objectives, including leading/facilitating leadership, function and team sessions using appropriate transformation/change/delivery interventions. HR Functional performance significantly aligned and impacting organisation objectives delivery.
Pro-active business partner leadership is above expectation
Your HR Leader/Team has demonstrated a very good understanding of the business and always attends and sometimes contributes at business planning sessions
Actively partnering in the development, alignment and delivery of organisation aspirations, strategies, objectives, including leading/facilitating leadership, function and team sessions using appropriate transformation/change/delivery interventions. HR Functional performance aligned and impacting organisation objectives delivery.
Reactive business partner leadership, contribution meets expectation
Your HR Leader/Team has demonstrated a good understanding of the business and is involved in business planning sessions when requested
As requested or assigned partnering in the development, alignment and delivery of organisation aspirations, strategies, objectives, including leading/facilitating leadership, function and team sessions using appropriate transformation/change/delivery interventions. HR Functional performance aligned and impacting organisation objectives delivery.
Passive business partner leadership, contribution is below expectation
Your HR Leader/Team has demonstrated a broad understanding of the business and is not involved in business planning sessions
Passively partnering in the development, alignment and delivery of organisation aspirations, strategies, objectives, including leading/facilitating leadership, function and team sessions using appropriate transformation/change/delivery interventions. HR Functional performance partially aligned and impacting organisation objectives delivery.
No demonstrable business partner leadership
Your HR Leader/Team has done little or nothing to demonstrate they understand the business in detail and contribute at business planning sessions
Very passively partnering in the development, alignment and delivery of organisation aspirations, strategies, objectives, including leading/facilitating leadership, function and team sessions using appropriate transformation/change/delivery interventions. HR Functional performance not demonstrably aligned and impacting organisation objectives delivery.
No Idea or Not Required
HR Leader/Team input not required in business planning
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