HRM ASIA CONGRESS
BECOMING MORE THAN ADVISORS T
he HR business partner role, like other HR functions, has already embarked on a strategic transformation journey. As several HR leaders shared at HRM Asia’s recent HR Business Partner Congress series, several factors are shaping the function’s evolution. Eugene Lam, Regional HR Director at consumer goods manufacturer Kimberly Clark, says one factor is the existing VUCA (volatility, uncertainty, complexity and ambiguity) market environment, caused in part by constantly changing business priorities. Today, talent management has become a “numbers game” centred on the use of big data and analytics, says Lam. Quoting statistics from consultancy
firm CEB, he adds that 78% of HR business partners, in fact, reported an increase in the use of data and information in the past three years. Furthermore, HR business partners stated that 33% of their time at work is spent working with data. Narasimhan S L, Regional Head of Talent and HR Consulting at financial services company State Street, agrees
That’s because being just “business enablers” is no longer sufficient, says Narasimhan. HR business partners now have to drive business strategies and lead large-scale transformation programmes. Despite the new job scopes, Ajit Iyer, Chief Talent Officer at food producer Sinarmas Agribusiness and Food, affirms that, ultimately, the HR business partner’s main role does not change.
that the use of data is increasingly important, especially since business partners today are expected to communicate and deliver business priorities. They are even expected to contribute directly to the business by providing clients with insightful statistics and external market trends.
Iyer explains that business partners have to continue balancing the needs of the business and its leaders, with the needs of the individual functions and line managers, while still ensuring policies are well-executed and objectives are met. “Good business partners connect the dots,” he says. “They bring life to abstract concepts.”
AT THE SCENE
What brought you to the HR Business Partner Congress? The HR Business Partner model is getting more prominent as more organisations realise the value of HR being a partner to the business, rather than a purely administrative function. I wanted to know more about the challenges some organisations face when they move towards such a model and how they overcame them. I was also interested to learn whether the HR business partner model would work in all types of organisations.
How did the content relate to your work?
Hidir Jamal
HR and Administration Manager, GAC (Singapore)
Can you describe your role at GAC (Singapore)? As a HR and Administration Manager, I head the HR department and am responsible for the HR functions, ensuring GAC is able to attract, develop, and retain talented employees. My role also involves promulgating strategies and initiatives to ensure a highly engaged workforce. 52 MAY 2017
HRMASIA.COM
In my current role, I provide advice and work with the business on HR needs. The content on becoming a more effective business partner and being a more strategic player in the business is definitely related to my work.
What was your biggest takeaway from the last two days? The biggest takeaway was the Q&A after every talk. This was where best practices were shared and there were frank discussions on the challenges HR face when they try to be a more strategic partner. It was good to know that these organisations managed to overcome these challenges, despite some having taken years to reach the HR model they are in.