{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}


Measure 5 average engagement flexibility measure

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: each concept 30 26 24 Low High Sources: Proprietary Web survey with 5,561 responses; 641 responses in this section; BCG/WFPMA analysis. Exhibit 18. Business Planning and Analytics Rank as High Priorities, but Capabilities Lag HR Business-Partner Skills: Differences in Importance and Capabilities Ranked by Gap HR professionals’ view Business managers’ view Business analytics 8 Business planning 2 Business planning Client relationship management IT acumen 6 Conflict resolution 4 2 Resource management 5 Marketing 10 Client relationship 1 management Business analytics 6 Conflict resolution 3 Policy implementation 3 Contracting 10 IT acumen 11 Marketing 11 Resource management 9 HR expertise 1 Contracting 7 Project management 9 HR expertise 5 Policy implementation 4 Project management 8 7 Low Capability Importance High Low High Rank by importance Sources: Proprietary Web survey with 5,561 responses; 641 responses in this section; BCG/WFPMA analysis. T B C G • W F P M A personnel issues and be a strategic partner (business analytics, business planning, and client relationship management) to the business. In addition, the business partner needs to have the skills to act as a change agent and driver of transformation (conflict resolution, resource management, and policy implementation). functions. What we have found is that when you put those two together, the HR folks learn a tremendous amount about business and problem solving from the consultants, and the consultants get very quickly up to speed on the pattern recognition you need to be successful on the people side.” Laszlo Bock, vice president of people operations at Google, explains how the Internet giant thinks about the blend of skills needed for HR to excel in its broader role. In an interview with BCG, Bock said, “One-third of the people come from traditional HR backgrounds. They’re outstanding HR generalists and outstanding compensation-and-benefits folks. The other third, Bock said, “are people with advanced degrees in various analytic fields—PhD’s and master’s degrees in operations, physics, statistics, and psychology. They let us run all kinds of interesting experiments and raise the bar on everything we do.” “The second third come out of strategy-consulting firms. We don’t really pursue folks from the HR consultancies as much, because we are looking for two things: great problem-solving skills—the ability to take a really messy problem, disaggregate it, and drive to data-driven answers—and really deep business sense, a deep understanding of how business actually works in the different Identifying Gaps in Business Managers’ People Skills Currently, business managers participate actively in the eight people-management activities identified in Exhibit 19. In virtually every instance, business managers get involved in recruiting, making promotion decisions, and dealing with low performers. Even for the activities in which Exhibit 19. Dealing with Low Perfo...
View Full Document

{[ snackBarMessage ]}

Ask a homework question - tutors are online