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Unformatted text preview: artners, may have diﬃculty pointing
on their performance as people managers—and even
out failings and enabling business managers to develop
fewer companies select HR knowledge and experience
their people skills. It is notable that HR professionals
as key criteria when hiring new managers from
identiﬁed a far broader gap in business managers’ hanoutside.
dling of low performers than did the business managers
Overall, business manager respondents gave poor
ratings to the training and development measures
available to them. We ﬁnd that business managers are,
As a solution, HR professionals need to mentor business
in general, more skeptical of the value of training than
managers—for example, in how to weed out lower-perHR is; aer all, training is at the crux of the HR function.
forming employees respectfully, with a tone and apAnd business managers are particularly skeptical when
proach that the business managers can practice. If low
the training is on a topic outside their comfort zone.
performers are dismissed ruthlessly, the “survivors” will
be unlikely to commit fully to the company. Survivors
need to believe that layoﬀs are necessary and that they
Therefore, time and passionate reinforcement will be
have been carried out fairly. Those beliefs can be shaped
required in order to convince business managers of the
not only by hard facts—such as the amount of notice, the
value of HR. The more frequently hard facts are integratkind of support, and the size of the severance packages
ed into their training, the easier it will be for business
terminated employees receive—but also by more qualitamanagers to accept a sea change in HR’s role as a parttive judgments. For example, were the layoﬀs evenly disner with them in creating business value.
tributed across all levels of the organization? Were promises kept? T B C G • W F P M A Exhibit 20. Only 40 Percent of Respondents Offer Training on Business Expertise to HR
Activities performed (% of respondents)1 Eﬀectiveness of activities
57 Oﬀer training on HR expertise
Oﬀer training on leadership
and managing people 56 Develop change management
capabilities 41 Oﬀer training on business
expertise 40 Measure and provide incentives on
the basis of business performance 37 Prioritize business knowledge and
capabilities in hiring 34 Employ people from outside HR
(such as business managers) 29
27 Build ﬁnancial acumen
Oﬀer rotational programs
outside the HR function 15 Low High Sources: Proprietary Web survey with 5,561 responses; 641 responses in this section; BCG/WFPMA analysis.
Includes only companies that have introduced the HR business-partner position. Credit Suisse
Developing HR Business-Partner Capabilities
The Zurich-based banking giant Credit Suisse has been
actively investing to develop the capabilities of its HR
business partners. A customized program aims to improve partners’ consulting skills in advising business managers and, more generall...
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This document was uploaded on 09/30/2013.
- Fall '13