Behavioural Framework for Business Partners
Delivering to the business
Holistic overview
    Understands systems thinking and uses this to consider impact of interventions;
    Understands the bigger organisational context and future vision and strategy of the company;
    Demonstrates a good understanding of the business environment;
    Encourages discussions which help identify things stopping the organisation from moving forward; and
    Strategic thinker – takes a helicopter view on business needs.
Plays many roles successfully
    Is able to flex their skill and experience to suit a wide variety of business needs;
    Able to provide both expert advice and support and guidance appropriately; and
    Identifies and uses appropriate specialists where boundaries of role end.
Long-term perspective
    Avoids getter bogged down in the operational side of HR work;
    Delegates appropriately to others;
    Keeps up to date with trends inside and outside the sector which may have business implications; and
    Helps to shape the direction of the business in line with strategic priorities.

Working alongside managers in the business
Collaboration and empowerment
    Develops good internal networks across their defined area of the business;
    Builds and maintains effective relationships with people outside their functional area;
    Engages relevant key stakeholders and sponsors;
    Actively involves others in the decision-making process; and
    Ensures that clients are confident and competent to carry on after any intervention.
People oriented
    Builds strong relationships with clients quickly;
    Able to build and maintain rapport with a wide range of people;
    Demonstrates empathy and understanding in challenging times;
    Builds trust by getting to know clients and their needs well;
    Identifies and works with the strengths of others in the team;
    Shares knowledge and information with others
Towards ‘‘win’’
    Ensures that contracts are in place for specific areas of work which meet the needs of the client and the business;
    Monitors contracts at both the content and process levels;
    Clarifies the boundaries of both their role and the work to be carried out;
    Avoids creating unrealistic expectations by their clients; and
    Acts with political sensitivity towards ‘‘win’’ situations for individuals and the business.

Self-awareness and impact
Focused on learning
    Questions basic assumptions about self and others in order to heighten learning;
    Continually seeks self-improvement;
    Demonstrates a good awareness of strengths and areas for development;
    Uses learning as a basis for future development;
    Seeks opportunities to move out of comfort zone;
    Shares learning about the organisation and business issues with others; and
    Chooses self-development opportunities which are appropriate to needs.
Self-expression
    Actively promotes the business of the organisation through deeds and words;
    Demonstrates credibility by understanding the business and the range of issues facing managers;
    Resilient – able to cope with the day-to-day pressures;
    Able to maintain an appropriate work life balance; and
    Presents information in a confident and clear way which meets the needs of the audience.
Dynamism
    Is regarded as someone who ‘‘walks the talk’’;
    Acts as a role model for others in the organisation;
    Engages others by showing a real interest in them as individuals;
    Approachable and visible; and
    Brings visible energy and drive to the role.

Creating and leading change
Proactive and preventive
    Proactively seeks opportunities within the business to support strategy;
    Anticipates likely obstacles to implementing business change;
    Applies knowledge and understanding of change theory to implement changes successfully;
    Strikes an appropriate balance between achieving the business goals and managing emotional reactions to change; and
    Able to use influence to engage others in the change process.
Innovation and entrepreneurship
    Finds creative ways to work with managers, drawing on a range of methodologies to support business needs;
    Able to work independently and make strategic decisions aimed at business improvement; and
    Looks for and identifies solutions beyond the obvious.
Path finding
    Able to cope with ambiguity and complexity;
    Role models working on the edge of own comfort zones; and
    Identifies new possibilities to take the business forward and create competitive advantage.

Delivering a business-focused service
Prioritising
    Places the right priority on business needs in the light of longer term goals;
    Recognises the need to withdraw from a piece of work and moves on without impacting relationships;
    Demonstrates an understanding of the difference between urgent and important;
    Utilises business data to help shape the direction of the business; and
    Able to challenge appropriately and say no when necessary.
Utilising feedback
    Actively seeks and reviews feedback as the basis for insight and learning;
    Demonstrates learning from feedback by applying new ways of working;
    Looks for ways to improve the service of the Business Partner provision; and
    Seeks to enhance relationships and actions by thorough questioning during reviews.
Demonstrating effectiveness
    Sets appropriate measures at the start of any project;
    Ensures buy-in from the business to the evaluation process; and
    Utilises evaluation data to demonstrate the added value of interventions and the impact on business strategy.

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