Contents | Order Toolkit | Further Information

Toolkit Contents

Introduction to HR Business Partnering
HR partnering in the public sector
HR partner profile
Case study: The Royal Bank of Scotland Group

Section 1
Tools for implementing Business Partnering
1.1. Creating the vision for HR
1.2 Making the case for HR business partnering
1.3 Introduction to stakeholder mapping
1.4 Assessing readiness for HR business partnering
1.5 Assessing the readiness of HR
1.6 Consider outsourcing
1.7 Identifying and mapping HR processes
1.8 HR partnering in small and medium-sized organisations
1.9 Assessing current roles
1.10 Identifying future HR roles
1.11 The skills required
1.12 Drawing up an HR business partner role profile
1.13 Ensuring effective integration between roles and structure
1.14 Lessons learned from other organisations

Section 2
Tools for Developing as an HR Business Partner
2.1 HR business partner competencies
2.2 Influencing skills checklist
2.3 gaining credibility
2.4 Influencing challenges
2.5 Demonstrating added value
2.6 Understanding organisational politics
2.7 Overseeing projects
2.8 Using consultancy skills
2.9 Partnering development plans

Section 3
Tools for HR Business Partners to Use within the Business
3.1 Acting strategically
3.2 Senior team review framework
3.3 Developing HR strategy
3.4 Ensuring alignment
3.5 Developing best practice HR
3.6 Using organisational metrics

Section 4
Tools to Assess the Effectiveness of HR Business Partnering
4.1 Measuring HR business partner effectiveness
4.2 Assessing the effectiveness of HR business partners
4.3 Reviewing the partnering model

Further Information
If you would like further information about the toolkit please contact Shirley Dalziel by email or by telephone on 07740 737739