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The Human Resources Business Partner
Dr. Carol A. Beatty, Queen’s IRC, 2019
The Human Resources Business Partner (HRBP) is a popular designation for many human resources professionals in today’s Canadian organizations. However, there seems to be no consistent definition of this role and its responsibilities. This article will attempt to describe the most common organizational structures or models used by HR departments to incorporate HRBPs and will review the strengths and challenges of these models. It will also illustrate the duties and the necessary skills of the fully competent HRBP and make recommendations for organizations considering creating HRBP roles.
Assumptions underlying the HRBP Model
At the heart of the Human Resources Business Partner (HRBP) model is the assumption that an HR professional should become a strategic partner with line managers to help fulfill business goals. Its intent is to “help HR professionals integrate more thoroughly into business processes and align their day-to-day work with business outcomes. This means focusing more on deliverables and business results than HR activities.”
A second assumption is that the human side of the business is a key source of competitive advantage. The HRBP model enables the organization to optimize its human capital by bringing human resources considerations into strategic plans.
The success of the HRBP model also depends on several other key assumptions, namely that the HR partner is sufficiently skilled and prepared for this challenging role, that the line managers being “helped” are willing to accept the new model, and that HR work is restructured so that other more traditional HR functions are also being performed adequately.
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Emotional Intelligence: How Leaders Can Use it to Their Advantage
Linda Allen-Hardisty, M.Ed., B.Ed., PCC, Queen’s IRC Facilitator, 2018
Ever catch yourself thinking, “Why did I just say that?” or “I didn’t handle that discussion as well as I could have.”
We are all human and can make poor decisions in the heat of the moment. Afterwards, we are often left wondering how managing our emotions could have made a difference in the situation. But for leaders, reacting emotionally can have a negative impact that ripples through the organization. We can all become more effective by understanding emotional intelligence and learning how to strengthen our own emotional intelligence. This skill is particularly important for those in managerial and leadership roles.
What is Emotional Intelligence?
Emotional intelligence is also referred to as EI or emotional quotient (EQ). EI is a set of emotional and social skills that collectively establish how well we perceive and express ourselves, develop and maintain relationships, cope with challenges, and use emotional information in an effective and meaningful way. (2012, Multi-Health Systems Inc.) EI is not the same as IQ, cognitive ability, aptitude, or personality.
More and more we are witnessing how emotional intelligence truly defines successful leaders, rather than their technical skills or IQ. Think about how often leaders need to use their EI at the organizational, team, and individual levels. Consider these examples:
- Leaders of international brands who make public apologies for mistakes and how they got right out in front of the issue to admit their shortcomings;
- Boards of Directors and teams who have had to lead their groups through challenging situations where the ambiguity and tension runs high;
- Managers and leaders who have what it really takes to listen to someone, while managing their impulse control so that trust can be built.
In such situations, it is the emotional strength of leaders that can make – or break – the difference. The good news is that EI can be developed. Leaders can change their emotional intelligence to become more effective personally, professionally and socially.
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