-Fox Tales

Every month I receive e-mails from readers and make comments to discussions forums on LinkedIn. Last month I came across one discussion where a member of the HR group raised the issue of whether HR departments should send rejection letters to unsuccessful candidates. It was a hot debate, with over 40 comments for both ‘for’ and ‘against’, and because it is such a topical discussion I would like to bring the debate to the pages of Network HR.

HR Business Partners (HRBP) need to manage or be involved in projects. Today, most business activity takes place in projects, and HRBPs need to understand that environment. But just as importantly, most HR product and service improvements take place through project work. The better you do your project work, the more you will be respected as a business partner. So, let’s talk about some good project management principles.

First, let’s consider some of the characteristics of a project. The Project Management Body of Knowledge Guide describes a project as “a temporary endeavor undertaken to create a unique product or service.”

For this edition of Fox Tales, I want to share a case study to help you think about the perspectives and skills of an HR Business Partner (HRBP). Because I’m going to compare traditional HR functionalists to HRBPs, some of what I say below may offend you. That is not my intent. Please remember that I love HR and believe HR is the most important job in the corporate world. I want all HR practitioners to succeed, including you. Part of that success comes from becoming an HRBP.

In our last article, we began to discuss the roles and requirements of being an HR Business Partner. And we discussed some of the prerequisites to Leadership Development programs. Both of these subjects need more explanation, so let’s jump in.