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HR AS A BUSINESS PARTNER 14/6/2012 Moderator -: Hello, and thank you for joining us for today's chat on HR as a Business Partner.

Moderator -: During this chat, HR practitioners would be welcome to address any challenges or issues relating to the above mentioned topic. This chat will be responded to by a high-powered panel of experts. Moderator -: We will start the chat at 3:00 pm, however, you may start sending in your questions right away... Rashmi Tuteja: What is the difference between a HR Generalist and HR Business Partner? Syed Abbas: An HR generalist is someone who delivers all functions of HR at the frontline. So it is more of an operational role that provides all types of HR services to employees and line managers. An HR Business Partner is a little bit more specialized in the sense of having a focus on helping the business meet their objectives, and accomplishing their work through other HR people like HR Generalists. A lot of times, junior HR Business Partners are the same as HR Generalists (that is the case in AT&T), so one can also say that HR Generalists are a more junior/operational subset of HR Business Partners. Jaideep Juneja: A case study on ROI as a business partner will be useful. Adil Malia: Several organizations have used ROI as a useful matrix for measuring strategies for their investments in their companies human capital. I would advise you to read Jack J. Philips and Cyndi Gaudet, HRD Trends Worldwide (2nd edition) to give you some ideas on Organizations that have used ROI. There are similar Deloitte & Touche Studies which could be of use to you. Kavita Salian: I have been recently designated as HR Business Partner. My role description is under discussion. I take care of the pharmaceutical sales team of three therapy segments. What should be my focus area? Syed Abbas: In my opinion, your first step should be to learn about the business. Too many HR people make the mistake of immediately jumping in and telling business all the solutions they have. Rather than that, first learn about what they are trying to accomplish and then suggest what you can do for them. In terms of the role itself, I think a good place to focus your role would be on Workforce Planning and Talent Management. The rest can flow from there. Ram Kapoor: What are the competencies required for a Business Partner? Syed Abbas: It really depends on the level of the role and what type of company it is. Broadly speaking, a junior operational HR Business Partner (HR BP) should be focussed on execution of HR programs and initiatives for the business (hiring, compensation, training etc). A mid-level tactical HR Business Partner should focus on things like developing HR programs, initiatives and solutions for the business using their HR functional expertise. A top level HR Business Partner would really lead all the people strategy and thinking (including financials) for their Business Unit or company. Junior-level HR BP: operational support to business by implementing HR programs in areas like Staffing, Compensation, and Training, etc. Mid-level HR BP: tactical support to business by helping them design solutions for business issues using their HR functional expertise. Top-level HR BP: Leads the BU or company in their people strategy (including strategic workforce planning, financials relating to people and business direction). Understanding of the business, HR

functional expertise, analytical skills, solution development skills, basic financial understanding, communication skills, influencing skills, relationship management and resilience. Shriram Venkatraman: How important do you think is the role of HR metrics in helping HR be an active and assertive partner? Adil Malia: Anything that has to be done in a quantity has to be measured because only that what gets measured gets done. The common human capital measures are: Innovation & Creativity, Employee attitudes, Workforce stability, Employee capability, Human Capital investment, Leadership, Productivity, Workforce profile, Recruitment, Compensation & Benefit, Compliance, Safety and Employee Relations. Elias Lobo: What are the roles and responsibilities of HR Business Partners? Syed Abbas: See my reply to Ram above on what I think the roles of different types of HRBPs are. Note that for me a junior HR BP would have up to eight years of experience, a mid-level HR BP would have 8-14 years of experience and a top-level HR BP would have 15 or more years of experience. That depends on the individual of course but this is just to guide you because real-world experience is very important in HR BP roles. Mohan Cheriyan: Although HR as a Business Partner needs to play a vital role in the business, even today they do not get much of a chance in this process. How can HR professionals create an impact on this? Adil Malia: Establishing credibility by understanding business challenges and providing meaningful people solutions to help business achieve its goals is the best way for HR managers to earn their seat at the table. If HR managers continue to meaninglessly drive People, Processes & Programs which have no impact on business results, they lose credibility over a period of time. They will never be taken as seriously business partners. Rajkumar D: What are the key traits for a HR BP? Syed Abbas: Understanding of the business, HR functional expertise, analytical skills, solution development skills, basic financial understanding, communication skills, influencing skills, relationship management and resilience. Elias Lobo: Can we have examples in building relationships with our customers as and HRBP? Syed Abbas: Sure, think of Workforce Planning. Just sit with the business and say what are you doing today with how many and what type of people. Now ask what do you want to do next year and what sort of and how many people will you need to do it. Then advise what needs to be done in HR terms to make it happen. That's it! G C: Is there something special the CEO expects from HR in the current state of Indian economy? Adil Malia: Organizations value creation is driven by people and to that extent HR managers are in a unique position to support their business managers with their unique insights of labour and talent markets, segmental insights, People Value Propositions & Engagement best practices so that value creation process becomes real. Please also read SHRM FAQ on How can HR business Partner help in driving organization performance. Bhavya Yathish: How important is the role of HR as a Business Partner? Syed Abbas: Extremely important! HR BPs have a high impact on attrition, productivity and engagement in companies. They also have a lower (but still statistically significant) impact on customer satisfaction, revenues and profits! Akshay Sharma: Does it mean an HR Business Partner role has more to do with business rather than people? Will HR BP have to favour the management decision at most times rather than act on behalf of employees?

Syed Abbas: The HR BP has to do what is right for the business. Sometimes that means doing things that are favourable to employees and sometimes favourable to line managers. The key is to maintain a balance so that in the long-run all stakeholders stay engaged with you and work with you. The way to do it is to always be fair and courageous to do the right thing. Neha Agarwal: Can you please suggest a book which speaks more about HR BP roles and responsibilities? Syed Abbas: Dave Ulrich has written a lot of stuff on this. SHRM has some good research as well. Start by reading the FAQs for this session and take it from there. Vishal Nagda: For an HR BP, it is important to connect human capital decisions with business strategy. Can you please share some examples of the same which would help improve the credibility of the HR BP? Adil Malia: Boom Times and Gloom Times are quick economic realities that businesses have to strategize for in volatile times. For instance, how does an organization recruit for high growth cycles and quickly downsize during recession/down-times without losing employee morale? A strong people strategy to handle such and other business realities would endear the HR manager to CEO in real time organizations. Shriram Venkatraman: Should a MBA in HR a primary qualification for a HR BP? Syed Abbas: Not required. It helps in the initial stages because it gets you HR roles which help develop HR functional expertise (and that is important). But it's certainly not critical. We need to stop getting so hung up on HR MBAs and focus on the qualities of the individuals. Praveen Kumar: What HR professionals should do in order to become an effective Business Partner? Adil Malia: A successful business enterprise has its people architecture and its enabling cultural environment aligned to the dynamic business strategy that it adopts for its enterprise value creation. Strategic business partner drives the organizations value journey. Effectively, it means six things: Understanding the value drivers of the business and the value journey 1. Channelizing peoples competencies for (which they have been originally hired) to generate enterprise value 2. Ensuring that people resources are effectively engaged in customer value delivery 3.Ensuring that people effectively contribute to value chain efficiency 4.It is shareholders get their value through dividends 5. Other stakeholders get their value prepositions 6. The Organization thrives in proper value systems which are practiced. Rashmi Tuteja: The concept of HR BP is being implemented on fast pace but is the required authority being really provided to the HR BP in terms of taking decisions on organizational level? Syed Abbas: Excellent question. A lot of companies do not design jobs in a way to empower HR BPs to do their jobs. At the same time, note that a lot of people are called HR BPs when they are really more like operational HR generalists, so sometimes it is not the job description but the actual job that is mismatched! Shwetha: What is the ideal role of HR BP in Retention? Syed Abbas: Drive a more systemic approach to how retention happens in the business. Work with the business leader to understand who we want to retain and then work with the HR functional leaders to develop programs in Compensation & Benefits, Staffing, Training, Engagement etc to target those people to retain. Brillian SK: While HR BPs are expected to partner, they at times tend to step onto other HR functions like L&D, Engagement, Operations. How do we manage seamless functioning of an HR BP?

Adil Malia: Technically there is no distinct role as HR BP role. HR is one and it needs to ensure that its various specializations are consolidated while offering people services and solutions to businesses. There is no formula for it. Collaborative networking is the answer. Saveetha Lakshmanan: What according to you are the major challenges faced by an HR leader heading a business unit? Syed Abbas: They are lack of support from business leaders, lack of empowerment by HR top leaders, lack of appropriate job design, lack of high-quality people in the HR team and imprudent expectations from an HR BP. Mansi Shah Tanna: Is HR BP role responsible for complete employee cycle in the business they focus? Also I understand HR BP role is more of a revenue generating role as the role directly contributes to business growth. Please give your views. Syed Abbas: Yes, HR BPs are responsible for the employee life-cycle. But so is everyone in HR department. The difference is that HR BPs look at it from the perspective of meeting BU objectives (whether it is profit, customer satisfaction or quality). Kankana Karkun: Could a business partner in HR also be a part of sub-functions such as L&D or Talent Management? If yes, what should be the role-focus? Syed Abbas: It is possible if some company wants to do it to address their unique requirements but I do not think it fits the classic HR BP model. Usually the HR BP is the customer of all the other HR functions on behalf of the business leaders. Shilpa Tyagi: What are the competencies required for a Compensation & Benefits (C&B) specific BU-HR role? Syed Abbas: I have mentioned typical HR BP competencies in many answers above. Have a look. For a C&B person to switch to these, the two most important things would be a) your company giving you opportunities to learn how to do this on the job and b) you changing from an HR functional mindset focussed on conceptual (delivering programs/policies) to hands-on (serving the ongoing needs of the business). Vaibhav Dalal: There is a tough balance that HR professionals face today between business interest and Employee Advocacy, where do we draw a line? Adil Malia: Real success is when we obliterate this line which differentiates employees interests from that of the business, it is only when the two interests synergize that effective job satisfaction on the one hand and value creating employee engagement happens on the other to create collective enterprise success. Kratika Tharani: Is resource allocation also a part of key result area of HR business partner? Although I have been able to streamline this vertical in terms of reports, ensuring zero bench, creating matrix etc , I am unable to add 100% value due to lack of technical knowledge. What do you suggest? Syed Abbas: If you have good analytical skills and are able to use metrics/statistics to measure people issues (rather than just transactional activity like hires, training hours etc), then you are already ahead of a lot of HR people. Work with the business to learn their objectives and then see how you can apply your skills and customise your work to help them. Bhavya Yathish: Does C&B play a vital role for HR BP? Syed Abbas: Yes, C&B is a critical partner for HRBPs. Elias Lobo: Is HRBP more related to employee engagement and leadership development? If so, what steps need to be taken for employee engagement and for leadership development? Syed Abbas: Yes, employee engagement and leadership development are two very important things an HRBP can do for their company. The key is to understand what the business is trying to achieve in these areas and then roll out suitable programs in partnership with other HR functions.

Elias Lobo: Give me an example of how HR BP can contribute to business development? Syed Abbas: If you can get the right sales people in the right roles at the right time, that itself is a big contribution. For more advanced HR leaders, you can even help by speaking directly to customers. For example, I speak directly to customer CIOs to explain our workforce strengths when we are trying to win deals worth over $ 100 million. Brillian SK: How effective are HR BPs in the current business scenario that is highly dynamic? Adil Malia: Dynamism is a business reality. How effective an individual manager is in a given organizational situation is a function of how well he is able to provide appropriate people architecture and create a positive enabling environment to keep pace with the changing business strategy that is demanded by the changing economic situation. Kavita Salian: I was earlier designated as Manager, Sales HR and now as Human Resources Business Partner -Prescription Medicine Sales. Although I understand the significance of the designation in Western part of the world, what is the take in India with regards to the designation? Syed Abbas: Not sure what the take is in India but do not get too worried or excited. We have a tendency in India to be very conscious of job titles, qualifications etc. That is not always the case in most countries, especially Western countries. So if you work for an MNC, it should not a big issue. If you work for an Indian company, ask your manager to articulate the difference for you so that you are clear about it. Jaideep Juneja: What would be a reasonable ROI expectation (%) on human capital investments by the business owners? Can you offer any numbers? Adil Malia: The collective return on human capital invested should be roughly 25% but this is too ballpark a number and this would change from business to business and from sector to sector. Hemlata Tiwari: In todays times, when work is becoming increasingly challenging and one tends to get engrossed in daily HR job, how can we contribute to become an HR Business Partner? Syed Abbas: Depends on what level you are at. If you are a more operational HR BP, daily work is your job. And it is important because doing the daily things right gives HR credibility to then ask for the more strategic work. If you are a more senior level HR BP, then you should be delegating the daily work to your frontline HR team mates. Suhasathma: Where is the gap from erstwhile thinking of HR to new thinking as business partnering? Where did we fail as HR professional in this evolution? Syed Abbas: I think HR BP has been around as a concept for a while now so is not really new. What I am seeing (thankfully) now is that HR people are realising that being titled HR BP does not make you an HR BP. You need to have the skills and actually do the job in the real world to be a successful HR BP. Pallavi Bhoite: As a business partner, how can HR help in cost saving initiatives to support business during economy crisis or during business slowdown? Adil Malia: Looking at people outsourcing alternatives, redesign compensation programs offerings performance linked incentive instead of classical increments, redeployment of surplus people in value driving domains and departments, etc. Sridharan MK: Does not dual reporting create complications for HR business partners? Syed Abbas: Not in my opinion. In fact, I see it as an opportunity to have two bosses supporting me and having two teams to back me up on my deliverables. Working in a matrix environment with many bosses is a reality now and we all have to learn how to do it.

Suhasathma: What, according to you, are the key activities of Business Partners? We have heard about what is not to be done but it is not clear what needs to be done. Syed Abbas: As I said in an answer before, it is quite simple. Your job as an HR BP is to help the business meet their objectives using people and HR tools. So if the objective is to grow, then work with all the HR functions to enable your company to hire people via employer branding, advertising, hiring, training line managers, making C&B competitive, etc. Sadiaanis: How HR BP role is different from HR Analyst role? Which career ladder is better? Syed Abbas: An HR Analyst is engaged in a subset of the work that an HR BP does. They can continue moving up the ladder to go into HR Systems or HR Reporting or indeed move up to HR BP roles if suitable. This is a growing field, especially with the "big data" trend (look it up). HR BPs, on the other hand, would not ordinarily move later to become HR Analysts. So, they could move to other HR functional roles, overall HR leadership roles or even some business roles. Garvita: When there's slump in the business, training budgets are slashed - and understandably, so. However, specialized functions like HR need to always interact in industry/function peers in the outside world to do some best practice sharing. How does one sell this idea to the HR heads in the first place? Adil Malia: Firstly, I disagree. Only immature organizations slash their training budgets during slump times. In fact, slump times are actually great opportunities to do strategic learning because people would be easily available to invest their time devoid of work pressures. If all organizations face the same challenge, all HR managers would be expected to provide similar solutions to their businesses. You will have to take the lead to convince your leaders and build a suitable platform where exchange of these practices can happen. Managing adverse times through positively influencing people programs is what makes a good HR manager, great! Mohammed Murtuza Ahmed: Having five years of experience, what kind of engagement activities can an assistant HR BP contribute for an organization of less than 100 in number? Syed Abbas: Since you do not have scale, I would suggest going with some intangibles first. Maybe work on a strong organisational culture and value proposition (especially by targeting areas where your competitors are weak) and then do more work to build better relationships/collaboration/social ties between employees. Size does not matter if you are creative. ShyamPanicker: How different or similar is the HR BP concept to the Line HR/Plant HR roles that some industries follow? For instance, typical Plant HR role where corporate human resources makes the policies and it gets implemented at the Line HR/Plant HR levels. Syed Abbas: Ah, thanks for explaining. Well the top-level HR BP is more like the Line part of this role - designing HR strategy based on business strategy. The mid-level HR BPs gives it an HR flavour through designing HR programs accordingly. The frontline HR BPs are like Plant level HR executives, who are focussed on execution. Shraddha Pal: Should HR BP implementation strategy in organisations be initiated by in-house HR or some third party? Syed Abbas: No third parties please! This is a partnership between top business and HR leaders. They need to cascade it to their teams who then implement together to the employee base. Surbhi Luthra: I am currently handling the role of HR Generalist and look forward to being a HR BP. What would you suggest should be my focus to move from HR Generalist to HR BP? Adil Malia: Ask your manager to give you a cross functional assignment in different business areas. If your organization does not support such job rotation, seek short-term project assignment. If that is

also not possible, another way would be to identify all unique business jobs, go to the job holders personally and write down detailed Job descriptions with measurements and metrics. This would explain to you how the business is organized and how the value chain works. Even if this does not work, then I suggest you change your organization for your long time success! Elias Lobo: Could you please explain and provide example on leadership development connect as an HR BP? Syed Abbas: Figure out your long-term business objectives. Then see what sort of skills your leaders need to have to make that strategy happen, how many leaders you have today and how many you need in the next couple of years. Then your leadership intervention should be designed to align your leaders to strategy, give them skills to execute it and train more people internally to become leaders (or hire externally if needed). Moderator -: We are extending the chat by a few minutes to facilitate as many of your questions as possible. Please continue to be with us. Megha Subodh: As an HRBP, could you explain what are the decisions that should most definitely rest with HR and what should we enable/empower business to arrive at? Syed Abbas: Generally, I am a believer in business leaders taking all decisions on a day-to-day basis. The way I like to set it up is to design policies that delegate a comfortable range of decisionmaking to them and then require additional HR oversight only to exceptional cases outside that range. HR strategy of course is best done by top HR leaders. Abhishek Baderia: What are the five most important things that HR can do to impact the financial outcome of business? Adil Malia: 1. Provide talent acquisition from the markets to the business 2. Develop effective performance management process through scorecards and metrics 3. Develop effective reward and recognition mechanism 4. Ensure employee engagement 5. Institutionalize potential assessment and filling leadership and succession pipeline. Suhasathma: How do you differentiate the role of COE and HR BP as expectations from COEs is to build practices best suited to market and competition conditions? Syed Abbas: HR BP educates the COE on business needs and aligns them to BU strategy. The COEs come back to HR BPs with suggested HR functional solutions based on their expertise. Vijay Mistry: I see that a few business leaders are reluctant to share information on the finances of their vertical though I am sure HR can add value? How do we handle such situations? Syed Abbas: Explain to them that you cannot do your job until they share all their information with you. If that does not work, and it is impacting your ability to do your job, escalate to your boss to intervene. And importantly, develop a reputation as being someone who keeps confidential information to themselves. Too many HR people ruin their credibility by gossiping. Digvijay Bisen: How would you measure contribution of HR BP in the success of business? Adil Malia: When business creates value for itself, when stakeholders expectations are fulfilled, when employees are job satisfied and engaged, when the organization is seen as a great employer brand and when the corporate brand is seen as an envy of the corporate world, it surely indicates that the company is truly blessed with a HR business partner. Sweta Mehta: If someone is into core recruitment profile, how can you shift to HR BP profile? Syed Abbas: I am assuming your company does not have a program like AT&T to train people to become HR BPs. Volunteer for projects in HR or the business and try to transfer to at least one COE

role. Once you have more functional knowledge and visibility through that, you should be well placed. Debjani Gupta: I work as an HR BP in a software product company. Don't you think the main challenge of HR BP is to interact with line managers and work as their consultant rather than support? Syed Abbas: You are 100% right. HRBPs are consultants. The HR operational and shared service teams are the support staff. And COEs are the specialists. AradhanaTalwar: Will it be a good shift for an L&D specialist to move into an HR Business Partner role? Adil Malia: Learning is the substratum on which the edifice of enterprise knowledge rests. Learning professionals are actually most suitable for business partnership roles. Great idea. Go for it. Mohita Tiwari: You mentioned HR BPs have a high impact on attrition, productivity and engagement in companies. What needs to be done when the company has a separate engagement team as well? Where do we draw a line? Also, in what ways can we be proactive in arresting attrition? Syed Abbas: The engagement team should be treated as a COE, and you are their customer. Their programs should be designed based on your input on business needs. Arresting attrition- my first step is always to research internally what we do and externally what our competitors do. Be information hungry - use exit surveys, info from interviews, information from current employees, use your head hunter contacts, anything to get the information to understand. Saveetha Lakshmanan: BU HR is viewed as a normal support function. How do we change the perception among the BU leaders that we are the business success enablers/strategic partner? Syed Abbas: Start by understanding their business. Then design HR solutions that solve their problem or make them better. That will change perceptions. It is hard work, takes time and needs real skill (not just talk) but that is the way to do it. Anushri Verma: As an HR Business Partner, what should be the approach in terms of building a strong culture that curbs attrition and fosters productivity amongst employees? Adil Malia: Culture of an organization has always got to be positive and facilitative so that it makes the organization always ready to face the adverse challenges of the market. Culture that hinders progress or comes in the way of change agendas is debilitated. You need to induce positive practices and recognition systems to make the culture enabling in nature. Roopa Santhosh: What are the competencies you think that today's HR BP lack? Syed Abbas: Analytical ability, financial acumen, influencing skills (especially with senior business leaders) and listening skills. On the last one, too many HR people think they are smart by trying to show their knowledge of the business and all the HR solutions they have immediately. They need to keep quiet and let the business talk first, then take action. Kunal Sinha: What are the expectations of a line/business leader from this role? If business leader is not sensitive about this role or HR as a department, how do we make him understand about this role? Syed Abbas: You will only get credibility by doing the job well. Expectations are to be a very knowledgeable person in your HR filed, and then use that skill to be a trusted confidante and advisor to the BU leaders on all people matters. Shriram Venkatraman: How should I convince my CEO, that HR is a partner? In short how do I change the leadership attitude towards HR?

Adil Malia: By actually changing your own attitude and letting your boss reflect on the many contributions that you have made to the hard core business results by your knowledge and driving of people programs and systems. If you have done that, you will not require much of convincing. Mohita Tiwari: I understand that HR BP might not be given the authority to take organizational decisions but what can they do better as a responsibility towards the employees? Syed Abbas: The HR BP needs to ensure employees are treated fairly and understand that they know this is the case. In the long-run, no matter how much the job is focussed on the BU, a key factor in HR BP success is making sure employees do not get alienated from the company or business leaders. Debapratim Guha: As a HR BP, I find a lot of things to do but not enough empowerment to make such changes. Do you think the role needs to evolve a bit more in our organisation or is it a common problem? Syed Abbas: It is a company-specific thing (although your problem is a common one. It happens in many companies). Deepti Nair: Most organizations see HR as a person who helps in transactional activities related to human resource, and not prefer them to get involved in operations or in decision making. In this scenario, can HR penetrate into the system as HR Business Partner? Syed Abbas: Yes, but for that you need an enlightened business leader and a really solid HR leader. Only these two can actually drive the change for HR from transactional to strategic. Shalini Salgia: We are a growing organization and I am a HR BP for six businesses, each one having different model of business. I want to understand what kind of matrices could I use to evaluate my services to them and further improve on it? Adil Malia: Too big a question for this chat. Send me this question on my gmail (adiljmalia@gmail.com) and I will answer it at leisure. Rashmi Tuteja: Compared to the other profiles, I have seen employers prefer fancy degrees as a criterion while hiring HR people. What's your opinion? Syed Abbas: It is rubbish. I have personally chucked out many people with degrees from IIT-IIM from client-facing roles because of poor communication skills. Some of our best leaders are just graduates from average colleges. Shobana Sen: Is there any specific course or certification for a HRBP role? Syed Abbas: Try workforce planning certifications by HRCI/SHRM. Shriram Venkatraman: Do HRBPs need Statistical Analysis Skills (at least at a basic level)? Syed Abbas: Yes, unless you are a big enough team to have a specialist HR Analyst. Roopa Santhosh: How to change the purview of Business Units leaders from seeing the HR BP as Operations person? Adil Malia: Put in all your efforts to influence your business CEO to become an effective HR manager. If you succeed in doing so, you will automatically make him see that you are not an Operations manager but a successful business partner. Shriram Venkatraman: How important is a HRBP's role in contributing to Diversity strategies? Syed Abbas: If it helps the business, sure it is important and HR BP should get involved. Prasad Pullabhatla: I moved back into HR role four years ago but I did not get enough guidance from my seniors to perform the HR BP duties. I would like to become a strong HR business partner. I was into the role of HR generalist and developed many policies and processes. I want to build HR BP competencies.

Syed Abbas: Do some reading (see SHRM FAQs) and work on some diverse projects. Moderator -: And that response will have to be the last for today's chat. We would like to thank our panellists, Adil Malia & Syed Ali Abbas for their time and the valuable insights they have shared with us today. Moderator -: SHRM members can write in to our Knowledge Advisors and Subject Matter Experts and seek advice on their HR queries, which will be answered via email within 1- 2 working days. Click on the below link to ask your question now! Link: - http://www.shrmindia.org/ask-hr-advisor Moderator -: SHRM also offers a two day program on HR Business Partners for HR professionals to develop or enhance HRBP knowledge and skills and align their efforts with the business. Moderator -: Target audience would be HR Business partners / HR Generalists responsible for supporting a business or units of a large business. Contact us on Toll Free no.: 18001032198 for more details. Moderator -: Keep watching our website www.shrmindia.org for more updates. Moderator -: Thank you for being with us and have a good day!!

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