This book is part of an Elsevier HR Series which focuses on contemporary issues in HR. The authors both have backgrounds in HR‐related management/ management development roles and consultancy, working at a senior level across a range of sectors, as well as having links with academia. Their research and experience enables them to provide the reader with very practical approaches to the role of the business partner underpinned by academic grounding.
The text is clearly intended as a practical guide for HR practitioners, organizational development managers, and internal or external consultants who are newly involved in or likely to be undertaking a business partner role in the near future. As such it is intended to assist in developing understanding of what is involved in operating as a business partner in an organization as well as enabling readers to assess how they can make the transition towards a more strategic and consultative role. At a secondary level the book will provide useful background for students studying related postgraduate courses and for experienced practitioners wishing to update their skills.
The book is divided into 11 chapters and three parts. Contained in each are practical advice and examples of how the main behavioural competences* suggested by the authors can be developed. A useful Appendix offers a self‐assessment questionnaire intended to assist in identifying current skills as a business partner and the areas for further development. The structure of the text is:
Part 1. Delivering to the business* – shaping the business partnership as regards positioning the partnership, setting up and structuring the partnership function and positioning yourself with the client.
Part 2. Developing key skills – Working alongside managers in the business*, self awareness and impact* and creating and leading change*. In essence this involves making sense of what is going on and developing the required consultancy skills to provide added value interventions. It also includes understanding yourself as regards relationship management and influence in leading change within the context of an organizations politics and power structure.
Part 3. Assessing your progress – gives practical guidance as regards maintaining a business focus* and assessing and reviewing your performance in terms of measuring your impact and providing added value. The final concluding chapter identifies lessons from best practice and summarises guiding principles for the business partner role.
This book takes account of the fact that organizations and individuals circumstances are different and does not suggest a prescriptive or “one solution fits all” approach. Instead, it pulls together best practice practical elements and provides a useful framework for developing the Business Partner role. In doing so it also identifies the challenges for the HR Business Partner and suggests strategies for what can be done to address these.
The format of the text is eminently readable with checklists, case studies, tables, models and diagrams which complement a well‐structured narrative and a wealth of up‐to‐date references. It is not a dip‐in dip‐out compendium of information but demands to be read in a sequential manner in order to understand the full role of a business partner and consequent implications. The volume of information being given is considerable and therefore this book is for the serious reader, not occasional browser. The authors claim that the book gives practical insights, tools and techniques and the text lives up to that promise. It also represents good value for money.
