Provides practical guidance for HR professionals and managers on how to deliver excellent people management beyond their own organisation, to support the success of business partnering arrangements. This is third report in our Beyond the organisation series written in collaboration with the Centre for Performance-led HR at Lancaster University.

Our report, Realising HR’s vital role in the success of partnering arrangements, examines the changing nature of work and what are the implications for HR’s role. It provides practical guidance for HR professionals and managers on how to deliver excellent people management beyond their own organisation, to support the success of business partnering arrangements.

To examine in practice how organisations are dealing with the key issues identified in our first two publications, we designed in-depth case study research and worked with a selection of organisations engaged in different types of partnering arrangements. This current report presents the findings from this case study research, illustrated with practical examples of how HR can effectively manage these relationships in different contexts. 

Download the report and the executive summary below:

Key findings
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The first two reports in this programme of work draw on secondary research to scope the territory. The first presents the main business issues faced in partnering arrangements: risk, governance and capability building. The second report looks specifically at how we can best organise HR for partnering success.

Understanding the business issues in partnering arrangements

It examines the changing nature of work and what are the implications for HR’s role. This report aims to provide practical guidance for HR professionals and managers on how to deliver excellent people management beyond their own organisation, to support the success of business partnering arrangements.

Organising HR for partnering success

Provides an overview of the main challenges and opportunities for HR in supporting partnering arrangement success. It outlines the importance of evaluating the suitability of existing HR structures and delivery mechanisms for this new way of working.

Six overarching issues are identified for the HR function to consider when deciding on the most appropriate HR architecture (function design, structure and processes). Each issue represents a challenge for HR around the design and operation of the function as well as an opportunity to significantly increase partnering effectiveness.

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