Strategic Business Partner

Aligning People Strategies with Business Goals

Dana Gaines Robinson (Author) | James C. Robinson (Author) | James Robinson (Author)

Publication date: 03/01/2005

Bestseller over 25,000+ copies sold

Strategic Business Partner
  • By the coauthors of the bestselling Performance Consulting and Zap the Gaps (with Ken Blanchard)- each more than 60,000 copies sold
  • The first book to show human resource professionals precisely how they can assume the critically important role of Strategic Business Partner
  • A how-to book filled with specific techniques and practices to use on the job

By the coauthors of the bestselling Performance Consulting and Zap the Gaps (with Ken Blanchard)- each more than 60,000 copies sold

The first book to show human resource professionals precisely how they can assume the critically important role of Strategic Business Partner

A how-to book filled with specific techniques and practices to use on the job

Research clearly indicates that there is a strong need for the Human Resources (HR) function, and the people in it, to adopt a more strategic and business-linked approach. In one study business executives ranked the HR function as third, after sales and customer service, as a function that makes a very significant contribution to a company's bottom line.

Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner--the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing.

HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans.

This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.

  • By the coauthors of the bestselling Performance Consulting and Zap the Gaps (with Ken Blanchard)- each more than 60,000 copies sold
  • The first book to show human resource professionals precisely how they can assume the critically important role of Strategic Business Partner
  • A how-to book filled with specific techniques and practices to use on the job

Read more and meet author below



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Overview

  • By the coauthors of the bestselling Performance Consulting and Zap the Gaps (with Ken Blanchard)- each more than 60,000 copies sold
  • The first book to show human resource professionals precisely how they can assume the critically important role of Strategic Business Partner
  • A how-to book filled with specific techniques and practices to use on the job

By the coauthors of the bestselling Performance Consulting and Zap the Gaps (with Ken Blanchard)- each more than 60,000 copies sold

The first book to show human resource professionals precisely how they can assume the critically important role of Strategic Business Partner

A how-to book filled with specific techniques and practices to use on the job

Research clearly indicates that there is a strong need for the Human Resources (HR) function, and the people in it, to adopt a more strategic and business-linked approach. In one study business executives ranked the HR function as third, after sales and customer service, as a function that makes a very significant contribution to a company's bottom line.

Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner--the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing.

HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans.

This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.

  • By the coauthors of the bestselling Performance Consulting and Zap the Gaps (with Ken Blanchard)- each more than 60,000 copies sold
  • The first book to show human resource professionals precisely how they can assume the critically important role of Strategic Business Partner
  • A how-to book filled with specific techniques and practices to use on the job

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Meet the Authors


Visit Author Page - Dana Gaines Robinson

Dana Gaines Robinson is a recognized thought leader in the areas of performance consulting and human performance improvement. For almost thirty years, as president and founder of Partners in Change, Inc., she has assisted HR, learning and development, and OD functions in organizations to transition from a traditional and tactical focus to one that is performance oriented and strategic.

With her husband, she is the coauthor of seven books and numerous articles; the books have been translated into more than twenty languages. Dana has received several awards, including the Distinguished Contribution Award from American Society for Training & Development (ASTD/ATD) and the Thomas Gilbert Award for Distinguished Professional Achievement from the International Society for Performance Improvement (ISPI), and she is a Fellow in the Leadership and Organization Development Hall of Fame. She has also served on the ASTD board of directors.

Dana currently resides in Raleigh, North Carolina, where she is living her version of “retirement,” which includes consulting, coaching, speaking, volunteering, attending classes at local universities, biking the many North Carolina trails, traveling, and enjoying fun times with family and friends. 

Click here to learn more about Partners In Change



Visit Author Page - James C. Robinson

James C. Robinson is a leader in the areas of performance consulting and human performance improvement. For more than two decades, Jim served as chairman of Partners in Change, Inc., and consulted with hundreds of organizations, assisting them in achieving business goals through the use of the Performance Consulting Process and techniques. Jim has received several awards and acknowledgments throughout his career, including the Distinguished Contribution Award from ASTD and the Thought Leadership Award from the ISA. Most recently, in 2013, Jim received the Thomas Gilbert Award for Distinguished Professional Achievement from ISPI. Prior to joining Dana at Partners in Change, Jim was vice president of Development Dimensions International (DDI), where he was the chief architect of Interaction Management, DDI’s renowned supervisory development program. Jim and Dana have coauthored several books, including two previous editions of Performance Consulting (1995 and 2008), Strategic Business Partner (2005), and Zap the Gaps! (2002), a book coauthored with Ken Blanchard.

Jim retired in 2008 and is currently residing in Raleigh, North Carolina.

Click here for more information on Partners In Change 



Visit Author Page - James Robinson

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Table of Contents

Introduction: From Value Sapping to Value Adding

Part I: Concepts and a Model for Strategic Business Partners
Chapter 1. Key Concepts for Partnering Strategically
Chapter 2. The SBP Model

Part II: Building Client Partnerships
Chapter 3. Identifying Clients and Developing Access
Chapter 4. Gaining Credibility and Trust

Part III: Identifying and Partnering on Strategic Projects
Chapter 5.
The Logic Used to Identify Strategic Opportunities
Chapter 6. Reframe Requests to Identify Strategic Opportunities
Chapter 7. Proactively Identify Strategic Opportunities
Chapter 8. When the Client Says "Yes"

Part IV: Influencing Business Strategies and Direction
Chapter 9. Being at the Table
Chapter 10. Making the SBP Role Real

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Endorsements

"The Robinsons have designed a handbook for one who desires to take on the role of strategic business partner. This is the best combination of the strategic and tactical I've seen. It is downright practical."

--Dr. Jac Fitz-enz, Founder & CEO, Human Capital Source

"This book is like having your own strategy coach in the room with you, always accessible and offering wise advice and counsel. It's packed with illustrative cases, quick quizzes, practical applications, and handy tools that make this book immediately useful."

--Jim Kouzes, coauthor of the bestselling The Leadership Challenge

"The Robinsons have done it again, raising the bar for the human resource community to new, exciting heights. This book is eminently readable, applicable, and inspiring. It is a superbly executed, must-read A to Z for the SBP!"

--Harold Stolovitch, PhD, CPT, author of the bestselling books Telling Ain't Training and Training Ain't Performance

"Finally, HR professionals have a 'how-to' guide for getting to the table where real decisions are made, providing guidance regarding what to do when we get there! The real life examples and the 'something you can do' activities make this a true field book for HR professionals."

--Jayne M. Williams, SPHR, Vice President and HR Learning Strategist, Wachovia

"Almost all people in HR-related fields have been told to seek a seat at the strategic table. But how do they earn that place at the table? What should they do? This book tells you how."

--William J. Rothwell, PhD, SPHR, coauthor of Strategic HR Leader and The Strategic Development of Talent

"The authors' years of experience show in this book. It is their most unique and important contribution so far. I don't know how this book could be more practical, more immediately applicable."

--Geoff Bellman, author of Getting Things Done When You Are Not in Charge and The Consultant's Calling

"I am a big fan of Dana and Jim Robinson, and this is a beautifully organized book that lives up to its title. Don't miss it!"

--Ken Blanchard, coauthor of The One-Minute Manager(r) and The Secret

"Jim and Dana Robinson have presented a step-by-step guide showing HR professionals how to develop strategic partnerships, one of the most critical issues facing the HR field."

--Jack Phillips, Chairman, ROI Institute

"This is an excellent guide for all HR practitioners, from new entrants to seasoned professionals."

--William C. Byham, Ph.D., Chairman & CEO, Development Dimensions International, Inc.

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