HR Business Partner Self-Diagnostic

Aggregate Results Report

Team Summary: Alpha Company

CEB Corporate Leadership Council

© 2015 CEB. All rights reserved

Report Highlights

The HR Business Aggregate Self- Next Steps for Appendix

Partner Role Diagnostic Results Development

2
© 2015 CEB. All rights reserved
The Four Roles of an HR Business Partner

Tensions Among The Four Roles of the HRBP Job

Measure and Monitor Craft and Implement

Operations Manager Strategic Partner
measures and crafts and implements
monitors existing enterprise-wide
policies and strategies to chronic
procedures. challenges.
OM Po
l ic y s
SP
Execute Existing Plan Ma nge Enterprise-Wide
nag h a ll e
em ic C
ent
h ron
C

Pe
opl
s eM
nge ana
ha l le gem
eC e
React to Variations A cut nt
Individual Employees

Emergency Employee Mediator

Responder creates sustained
provides immediate solutions to individual
fixes to acute employee challenges.
emergencies.
ER Immediate Fixes Sustained Solutions EM
Source: CEB analysis.

3
© 2015 CEB. All rights reserved
CEB’s HR Business Partner Competency Model

CEB and HR Business Partners

• CEB has been quantitatively studying HR
Business Partner effectiveness for over a
Emergency Strategic decade.
Responder Partner
DATA JUDGMENT • CEB’s findings from our most recent
Unique Competency Unique Competency research on HRBP effectiveness are
Problem Solving Leveraging Networks based on feedback from nearly 900 line
leaders and more than 1,500 HRBPs
TALENT
BUSINESS
from over 300 organizations and 100
MANAGEMENT
ACUMEN
countries.
Shared Competencies ACUMEN Shared Competencies
Proactivity Leadership • Within this research, CEB tested over 40
Continuous Learning Innovation individual competencies to isolate those
with the highest impact on strategic
ORGANIZATION
effectiveness.
ACUMEN
Operations Employee
• To date, CEB has deployed over 12,000
Manager Mediator
individual self-diagnostics to HR
Unique Competency
Business Partners.
Unique Competency
Matrix Management Conflict Resolution
• CEB’s HR Business Partner Discussion
Forum and members-only LinkedIn group
currently include over 12,000 practitioner
participants globally.

4
© 2015 CEB. All rights reserved
The Impact of the Strategic Partner Role

HRBP Effectiveness at the Strategic Partner Role has the Highest Impact on Business Unit Talent Outcomes

Strategically effective HRBPs can

improve employee performance and
2.29x profit in their business units by 22%
and 9%, respectively.
Indexed Maximum Impact
on Talent Outcomes

1.63x
1.46x

1.00x

Role Strategic Partner Operations Manager Employee Mediator Emergency Responder

Definition Engages in strategic Focuses on communication Manages conflicts and Responds to manager
talent management of and compliance with HR responds to organizational and employee
policy changes complaints and
questions
Source: CEB 2013 HR Business Partner Survey.
Note: Indices are based off of the maximum impact of the emergency responder role. Each index represents the relative maximum impact for each role compared
to the emergency responder role.

5
© 2015 CEB. All rights reserved
Report Highlights

The HR Business Aggregate Self- Next Steps for Appendix

Partner Role Diagnostic Development
Results

6
© 2015 CEB. All rights reserved
Overall Organizational Results
The overall organizational results combine the individual results of all HRBPs who participated from your organization. All information within the
chart below represents the average of these individual sets of responses and is presented by competency. Refer to the next slide for more on how
to read this chart, and see the Appendix for complete definitions of the competencies.

N = 100
Source: CEB Corporate Leadership Council 2014 HR Business Partner Self-Diagnostic Survey

7
© 2015 CEB. All rights reserved
Interpreting the Overall Organizational Results
Reading this Chart
Your Effectiveness at each competency is based on your self-rating The Importance Rank for each competency is
of the questions aligned to that competency (an average of your self- based on the particular HRBP role(s) the
rating). competency supports and each role’s impact
on HRBP strategic effectiveness.
An Effective rating is for scores ranging from 5.1 – 7.
A first rank is assigned to competencies
A Moderately Effective rating is for scores ranging from 3.1 – 5. aligned to all four HRBP roles, second for
competencies aligned to the Strategic Partner
A Less Effective rating is for scores ranging from 1 – 3. role, and third for competencies aligned to the
Operations Manager, Employee Mediator and
Emergency Responder roles.

Developm ent
Com petency Your Effectiveness Im portance Rank Associated Role
Priority

Business Acum en Less Effective First High ER, SP, OM, EM

Organizational Acum en Effective First Medium ER, SP, OM, EM
Talent Managem ent Acum en Moderately Effective First High ER, SP, OM, EM
Data Judgm ent Moderately Effective First Medium ER, SP, OM, EM
A high Development Priority indicates
Leveraging Netw orks Effective Second Low SP competencies that you should prioritize for
Leadership Effective Second Low SP & EM development. Focus your development on not
Innovation Moderately Effective Second Low SP & EM more than three high priority competencies at
Conflict Resolution Effective Third Low EM
a time.
Problem Solving Effective Third Low ER
Development Priorities are determined based
Proactivity Effective Third Low ER & OM on HRBPs’ self-reported effectiveness at and
Continuous Learning Effective Third Low ER & OM the importance rank assigned to each
Matrix Managem ent Effective Third Low OM competency.

8
© 2015 CEB. All rights reserved
Overall Effectiveness Results
HR Business Partners rated their own effectiveness against each of the twelve critical HRBP competencies. The chart below shows these self-
reported effectiveness results by competency. For each competency, the blue bar represents the number of your organization’s HRBPs who rated
themselves as effective, while the gray bar represents the number who rated themselves as less or moderately effective. See the Appendix for the
raw averages of these effectiveness ratings for both your organization and the overall benchmark.

N = 100
Source: CEB Corporate Leadership Council 2014 HR Business Partner Self-Diagnostic Survey

9
© 2015 CEB. All rights reserved
Overall Development Priority Results
Upon completion of the Self-Diagnostic, HR Business Partners received select competencies as recommended development priorities. The
development priorities are determined based on HRBPs’ self-reported effectiveness at and the importance rank assigned to each competency.
Within the chart below, the blue bar represents the number of your organization’s HRBPs who received the competency as a low development
priority, while the gray bar represents the number who received the competency as a medium or high development priority.

N = 100
Source: CEB Corporate Leadership Council 2014 HR Business Partner Self-Diagnostic Survey

10
© 2015 CEB. All rights reserved
Report Highlights

The HR Business Aggregate Self- Next Steps for Appendix

Partner Role Diagnostic Results Development

11
© 2015 CEB. All rights reserved
Start HRBP Development With Three Key Resources

What To Do Next:
Access the HRBP Portal for best-in-class
development and on-the-job resources.

Within the HRBP Portal, the HRBP

Competency Workbook guides you through
putting together an effective development plan.

Within the HRBP Portal, the HRBP Individual

Development Plans provide a competency-
based development roadmap.

12
© 2015 CEB. All rights reserved
Many Other Support and Development Resources Are Available
Many members introduce their teams to CEB Corporate Leadership Council™ by reviewing our support for HRBPs, including the key resources mentioned
below. To schedule a walk-through or learn more about available support for HRBPs, please contact your account director today.

HRBP Guides for Delivering

HR Business Partner Portal In-Person Staff Briefings
Critical HR Initiatives

You will: You will: You will:

■ Learn about and evaluate HRBP skills
through the HRBP Self- Diagnostic
Tool,
■ Develop HRBP skills through targeted
HRBP individual
development plans, and
■ Improve on-the-job effectiveness and
efficiency through targeted guides
and project management tools.
Ongoing Benchmarks
■ Establish foundational knowledge of
talent management best practices,
■ Identify key next key steps and
activities for HRBPs within these
initiatives, and
■ Apply targeted CEB resources.
HRBP Insights and Trends
■ Review new insights and strategies for
key HR and talent priorities, and
■ Network live with HRBPs and HR
professionals from other CEB member
organizations.
HRBP Discussion Forum and
Members-Only LinkedIn Group

You will: You will: You will:

■ Identify areas of underperformance and
align HR support where it matters most
to business leader success, and
■ Use tools to benchmark
engagement, key metrics,
employment value propositions, cost of
turnover, and more.
■ Receive the newest development and ■ Connect with other HRBPs, and
on-the-job support resources designed ■ Share development strategies and
specifically for HRBPs through the other on-the-job experiences.
monthly HRBP
E-Briefing,
■ Stay up to date on relevant talent trends
through quarterly workforce insights, HR
news, and CHRO reports, and
■ Register for, and listen in on, live and
recorded webinar sessions spanning
talent management topics.
13
© 2015 CEB. All rights reserved
Report Highlights

The HR Business Aggregate Self- Next Steps for Appendix

Partner Role Diagnostic Results Development

14
© 2015 CEB. All rights reserved
Global Benchmark Raw Averages By Competency
The raw scores below are the averages of HRBPs’ ratings of their own effectiveness. For each competency, the blue bar represents the average of
responses from all participating HRBPs from your organization, while the gray bar represents the average of responses from all HRBPs who have
completed the diagnostic. All self-diagnostic questions are anchored on a seven-point scale, with 1 as “Very Ineffective” and 7 as “Very Effective”.

Source: CEB Corporate Leadership Council 2014 HR Business Partner Self-Diagnostic Survey

15
© 2015 CEB. All rights reserved
HRBP Competency Definitions

Business Acumen Using insight of the business environment to improve talent and business outcomes

Talent Management Acumen Applying workforce planning knowledge, engagement strategies, and succession management

Organizational Acumen Using insight of the organization to improve talent and business outcomes

Data Judgment Applying judgment to data to support business decision making

Leveraging Networks Using professional networks in strategic activities to achieve better talent outcomes

Leadership Persuading and influencing line partners and other key stakeholders

Innovation Applying systems thinking to identify new solutions for the broader enterprise

Conflict Resolution Managing conflicts and diffusing tensions across employees

Problem Solving Developing and evaluating solutions to problems and implements solutions

Proactivity Anticipating and preventing future problems, takes charge to bring about change, and takes initiative within role

Continuous Learning Seeking opportunities to learn new and necessary skills and knowledge to perform work effectively

Matrix Management Managing individuals and processes across business and function

16
© 2015 CEB. All rights reserved
Thank You

© 2015 CEB. All rights reserved