By Kehinde Okeowo
In the past, Human Resources Management was basically associated with traditional role of hiring, firing and basic administrative duties. But with the realization that businesses are created solely for profit purposes, organizations shifted focus from the old practice and embraced a more dynamic and strategic Human Resources (HR) practice. They now set corporate target that are further broken down into groups and individual targets to enhance job accountability. Every corporate entity now has a strategic plan which saddles each unit or department with a specific function and target to accomplish. These units are led by line managers, who with varying subordinates are expected to lead their teams in the achievement of target set for their units. The aggregations of the various group targets amount to the corporate objective of the organization.
Since the realization of target set by an organization is central to its survival, HR departments are consequently evolving into HR business partner model which are typically involved with individual units within an organization, rather than on overall basis. They work with department managers on developing a plan to hire the right people with the skills needed specifically for a job opening in that area. Therefore, they are no longer the typical HR manager who is a jack of all trade but a partner to the line managers. For example, a newspaper company made up of five departments such as Editorial, HR and Administrative, Marketing, Finance and Production will expect each of the units to perform a core function and also set a target for each. Therefore, HR and Line managers of each of these units are expected to work collectively in attracting employees with right skill sets and nurture them to deliver the required result.
As experts in recruiting, training and retraining employees. HR professionals have become more active players in aligning the human capital with business goals at forward-thinking companies. One of the signs of this is the emergence of HR business partner position, which varies in significant ways from the role of the HR manager. The HR business partner works directly with business units within an organization. It marks a shift from the traditional way of running HR to a newer, more integrated role within each function of the business. Unlike the typical HR managers, an HR business partner has a better idea of the context surrounding each job opening. Rather than listing a generic job opening for instance, they understand the specific job duties as well as the goals a manager has for that position. Their work is directly related to current and future business success.
They are concerned less with administration and compliance issues and more on how a strategic plan for employee recruitment and retention can improve the effectiveness of a business unit and corporate goal. In short, rather than being an administrative support position on employee issues, the HR business partner is an operational and strategic resource position. It’s however imperative to note that the lines between an HR manager and HR business partner can be blurred at times depending on the organization. Not all businesses have individual people in these separate roles.
It is equally important to know that, HR as a business partner is a concept that became popular in the 90s; however, despite being in practice for decades, a lot of organizations in Nigeria and most developing countries are yet to come to terms with how well it enhances productivity in an organization. Like the common saying, two good heads are better than one, therefore, an HR manager with the competences in HR functions and a line manager who has technical competence as it relates to his department will likely come up with a more robust strategy in recruiting the right staff and managing his or her performances in such a way that will lead to the achievement of the departmental goal and ultimately the realization of the objective of the organization. Even as at today, this practice, is still being misconstrued by some HR and Departmental managers. They believe it constitutes a risk to their continued relevance to the organization.
Despite the fact that the unfounded fears of losing their jobs have tuned some HR practitioners into a clog in the wheels of this practice, other proactive HR departments have moved into a business partnership role for the simple reason that they see value in aligning human capital efforts with strategic goals of the business. Years ago, the manager of a department may have requested that HR recruit someone for an important job in his department, and HR would singlehandedly manage the process of recruiting and hiring that person. With the shift to a business partner role, HR professionals are now more active in working with that department manager on an overall strategy for personnel hiring, training and retraining employees . They are aware it helps to know in detail, what the manager hopes to achieve with the employee in that position and how it serves overall organizational goal.
It is no longer a bolt from the blue that the fast and furious nature of the modern work environment has intensified the pressure of work so much that Managements, Line and HR managers all over the world are constantly under pressure to meet the expectation of board of directors and investors. The competitive nature of most businesses and the need to remain afloat has equally added extra pressure to the already tensed business environment. However, smart business managers and owners have remained focused and continued to appreciate the key role played by the human resources of an organization in the attainment of set corporate objectives and also come to appreciate that it is paramount for HR and Line managers to leave their comfort zones of traditional roles and embrace a more modern role of functioning as business partners in the overall interest of attainment the broad vision and mission of the organization.
**Additional report from Villanova University.
