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DEMONSTRATING THE VALUE OF AN HR BUSINESS PARTNERINGMODEL FOR ENHANCING THE PUBLIC SECTORZIHRM 10TH REGIONAL SUMMITBRIGHTON MWIINGA, LIVINGSTONE 19TH MAY,2022
Brighton Mwiinga, MBA(I), ACIArb, FZIHRM, TZICA, sHRBP Currently Human Resource Manager (CHRO) for FQM Trident Ltd , ( whichcomprises Sentinel Copper Mine & Enterprise Nickel Mine; Employs at least3,600 direct employees and 2500 contracted staff; produces 250,000 tonnescopper annually, a 3rd of Zambia’s copper production ). A Non-Executive Director on the boards of Junior Achievement Zambia (JAZ) &HR Committee of the Kalumbila District Education Board (Min of Education). Industrial experience spans over 20 years in MNCs that include amongst othersSPEAKERINTRODUCTIONFirst Quantum Minerals Ltd, Prudential, Barclays Bank Zambia Plc, Barclays BankMozambique, BP Zambia Plc and British Airways Plc. Generalist, Org. Development (OD), HR Analytics, Reward & Benefits Specialist. Previously served as a NED on the boards of the American Chamber ofCommerce in Zambia (AmCham) and Mpulungu Harbor Corporation Ltd as amember of the Audit & Risk Committee Holds an MBA - International Business (Edith Cowan University), an HonorsDegree in Business Studies – HR (Greenwich University, UK), Post GraduateDiploma in HCM, ACCA II (Part Qualified), National Accounting TechnicianDiploma (ZICA) Certifications- Arbitration, Change, sHRBP, Pensions Governance etc. Fellow Member of the Institute (ZIHRM) and Associate Member of theChartered Institute of Arbitrators (UK)
Talent Agenda Series Southern Africa-2017, Sandton,Johannesburg, RSATopic: “Elevating Women in Business”PREVIOUS SPEAKINGENGAGEMENTS Insurance Association of Zambia Annual Conference - 2018LivingstoneTopic “HR For Growth and Inclusivity” ZSIC Pension Fund Trustees Training 2019, Lusaka“Stakeholder engagement and communication inPension Schemes”
Preamble The New HR Roles The HRBP ModelAGENDA Challenges faced in the Public Sector HRBP Role Overview Attributes of an HRBP Value Addition Vis a Vis Public Sector
In 1997 in his book 'Human Resource Champions' Dave Ulrichoffered new dimensions for the HR BP role. The model of Human Resources partnership has its roots inPREAMBLEsituations when large companies started to becomemultinationals and use all sorts of matrix structures. In thematrix structure HR professionals have to report to both a HRDirector and a manager of a business. My task: To Demonstrate the Value of the HRBP Model forEnhancing Public Sector.
THE SHIFT OF HR ROLES12STRATEGICPARTNERBuilding the peoplecapability andorganisational solutionsto enable businesses toexecute their goals.CHANGE DRIVERChallenging the statusquo to drive and embedlasting change. Leadingpeople in theorganisation throughchange.3ADMINISTRATIVEEXPERTEnsuring high qualityservice delivery atlowest costs to theorganization based ongood HR Systems andProcesses4CHAMPION OFTHE PEOPLETaking care of theemployee’s needs andissues & looking afterthem during the changeprocess
THE HRBP ORGANISATION MODEL (3 LEGGED STOOL)Business Partnersprovide HR expertisedirectly to the businessHRHR Operations/Shared Servicesprovides operationalservices to line managers& colleagues (insourcedor outsourced)LeadershipTeamCOE (HRSpecialists)deliver & designexpert HRfunctional solutionsto the BusinessPartner teams andbusinessesSource: David Ulrich , Human Resource Champions
BUSINESS PARTNER CONCEPTUAL MODELSource: David Ulrich , Human Resource Champions
THE APPLICATION OF THE 3 LEGGED STOOL MODEL IN OTHER BUSINESS FUNCTIONSAN EXAMPLE OF A CORPORATE & INVESTMENT BANKING FUNCTIONRelationship Managers(RMs) – Front Office-Large CorporatesMedium SizeSME PortfoliosNon Banking Fin Inst.NGOsAgricultureCenters of Expertise- Trade Finance- Cash Management- Debt & StructuredFinance- Vehicle Asset Finance- TreasuryOperations(Back Office)-Electronic BankingTrade/ Swift OpsVoucher ProcessingTreasury Operationsetc.
SOME STRUCTURAL INSIGHTS OF HR MANAGEMENT IN THE PUBLIC SECTOR
Political Interference – Politicizing HR matters Management Changes – regular change of governments makes itdifficult to stick to long term plans Change Management – lack of versatility not aligned with externalenvironmental paceCHALLENGES FACEDBY THE HRPROFESSION IN THEPUBLIC SECTOR HR Effectiveness Measurement Bureaucracy Perception of HR’s role being purely an administrative function History and Governance Framework (based on laws, constitution,acts e.g. service commissions etc. ) Note : The above not exclusive to public sector, some private co.seven MNCs still face similar complexities.
HRBP ROLE OVERVIEWStrategy and PlanningContribute to Business strategy as a locationleadership memberTranslate business into people strategyWorkforce planningAnalytics and relevant insightOrganisation and ChangeSupport and drive major changeOrganisation Design / DevelopmentDrive major HR projectsHR Service deliveryIntelligent client for HR Operations and specialistsSupport HR Operations planningService quality managementTalent and capability buildingTalent reviewsTalent and capability developmentSuccession planningHRBP relationshipsTrusted advisorFunctional leaderExecutive coachEnabler of the business on people mattersDeliver of HR services at reasonable costEmployee Relations/Industrial RelationsSet the ER / IR Site climateOwnership of ER / IR case management deliveryEnsure effective Employee Engagement actionReward & BenefitsResourcingSpecify capability gapsDefine talent poolsSenior role hiringSenior hire on-boarding & inductionOwnership of strategic resourcing plan deliveryLearning & DevelopmentSpecify internal capabilities gapsLeadership assessment , development & coachingCommission L&D programmes from specialistsDrive the site reward strategySeniors compensationOwnership of pay cycle and reward plan delivery
HRBP ACTIVITIES Engage the leadership and form strong relationships inorder to build trust and confidence. Build capability of the business to drive enhancedperformance. Research and understand the competitive landscape,mining trends, regulatory and compliance challenges. Shape business and HR strategy, and align both business& HR agendas. Coach and mentor business leaders, providing challengewhen required.
HRBP ACTIVITIES (CONT’D) Analyse MI to provide insights which help shapestrategy. Guide line managers and employees to other HRspecialist areas. Ensure the impact upon employees is considered atall stages of business strategy development. Work collaboratively with HR specialist areas . Empower line managers to undertake peoplemanagement responsibilities.
BUT
Client relationshipmanagement People strategydevelopmentATTRIBUTES OF ANHR BUSINESSPARTNER Stakeholder management Business acumen Consulting Resource management Policy implementation/communication Negotiation Conflict resolution Change management Marketing Analytical skills (Interpretreporting)
Drives Business Results/Outcomes Addresses business challenges in a customer centricway Ensures Strategic Alignment of HR Activities withWHAT VALUE DOESTHE MODEL ADDTHAT CAN APPLY TOTHE PUBLIC SECTOR ?Business Priorities Facilitates Agility (Nimbleness) in the organisation Enhances staff engagement (Proximity of HR to theCore Units) Provides effective leadership @ business level –Strategic Coach & Visible Felt Leadership
CONT’D Increased productivity due to quick diagnosis of issues,bottlenecks and therefore their resolutions Drives effective change management Builds great trusted relationships between the BusinessWHAT VALUE DOESTHE MODEL ADDTHAT CAN APPLY TOTHE PUBLIC SECTOR ?& HR Drives Accountability (Ownership). Drives Efficiency as there is less bureaucracy
CALL TO ACTION Productivity is the philosophy at the center of the current political pronouncements Key targets include: 3 million tonnes of copper, free education, quality healthcare for all, legal reforms thatprotect the public interest etc What is the role of HR?- Leveraging the benefits of this model ; Paradigm shift for practitioner and the profession For the practitioner, value creation through credible activism and business partnering For the profession, championing structural reforms that will move HR from beingadministrative stewards to being strategic partners.
THANK YOUTWASANTA MWANE!TALENT, ORGANISATION, LEADERSHIP@BRIGHTONMWIINGA(2022)
What is the role of HR? - Leveraging the benefits of this model ; Paradigm shift for practitioner and the profession For the practitioner, value creation through credible activism and business partnering For the profession, championing structural reforms that will move HR from being administrative stewards to being strategic partners.
