Strategic Business Partner: Aligning People Strategies with Business Goals
- 3h 42m
- Dana Gaines Robinson, James C. Robinson
- Berrett-Koehler Publishers
- 2005
What does a strategic business partner do? And how does an HR professional transition into this role?
Jim and Dana Robinson answer these questions in this certain-to-be HR classic. They examine the three accountabilities for Strategic Business Partners and describe how to:
- Build strategic and business-lined relationships with business leaders
- Identify, both reactively and proactively, strategic opportunities for partnering with business leaders
- Add value when “at the table” with business leaders
- Transition a Human Resource function from a traditional to a strategic approach
About the Authors
Dana Gaines Robinson is the founder and president, and Jim Robinson is the chairman, of Partners in Change, Inc., a human resource consulting firm whose clients include The Gillette Company, ING, Wachovia, the YMCA, and many others. They are coauthors of Training for Impact, Performance Consulting, and Zap the Gaps! (with Ken Blanchard). They are also coeditors of Moving from Training to Performance. Dana and Jim have received the Distinguished Contribution Award for Workplace Learning and Performance from ASTD and the Thought Leadership award from the ISA organization.
In this Book
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Strategic Business Partner—Aligning People Strategies with Business Goals
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Introduction: From Value Sapping to Value Adding
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Key Concepts for Partnering Strategically
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The SBP Model
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Identifying Clients and Developing Access
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Gaining Credibility and Trust
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The Logic Used to Identify Strategic Opportunities
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Reframe Requests to Identify Strategic Opportunities
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Proactively Identify Strategic Opportunities
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When the Client Says “YES”
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Being at the Table
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Making the SBP Role Real
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Tools
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References
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Resource List
