Compare and Contrast the Role of the Hr Business Partner with That of an External Consultant. Evaluate Effectiveness of a Hrbp V an External Consultant
Compare and contrast the role of the HR Business Partner with that of an external consultant. Evaluate effectiveness of a HRBP v an external consultant
This paper will evaluate the extent to which academic and professional research into the roles of the HR Business Partner and that of the external consultant allow for a critical comparison between the two as to their effectiveness. Are they fundamentally different or essentially the same? Having firstly attempted to define then compare and contrast the two roles in relation to a number of key areas and tasks, the paper will also draw upon the findings of various academic and professional sources to endeavour to evaluate the effectiveness of the HR Business Partner against that of the external consultant. It will do so by analysing the roles from various perspectives, using a range of academic evidence to cover both the benefits and limitations of both HR Business Partner and external consultant in order to give a rounded critical evaluation. Finally it will draw together some conclusions.
Defining the role of HR Business Partner has become problematic over the years since its first introduction in the 1990s. The role is currently defined by the CIPD as a member of the HR function who “works closely with business leaders and/or line managers to achieve shared organisational objectives, in particular designing and implementing HR systems and processes that support strategic business aims” (http://www.cipd.co.uk/hr-resources/factsheets/hr-business-partnering.aspx. Accessed on 17 Sept 2012).
According to Holbeche when seeking to define what being a HR Business Partner means in practice it is necessary to consider what the ‘partner’ requires from the relationship. This is an important point to be addressed as the role of HR Business Partner can often be more associated with undertaking HR duties rather than fulfilling ‘client’ needs. With this in mind Holbeche defines the Business Partner as a person who, “works
This paper will evaluate the extent to which academic and professional research into the roles of the HR Business Partner and that of the external consultant allow for a critical comparison between the two as to their effectiveness. Are they fundamentally different or essentially the same? Having firstly attempted to define then compare and contrast the two roles in relation to a number of key areas and tasks, the paper will also draw upon the findings of various academic and professional sources to endeavour to evaluate the effectiveness of the HR Business Partner against that of the external consultant. It will do so by analysing the roles from various perspectives, using a range of academic evidence to cover both the benefits and limitations of both HR Business Partner and external consultant in order to give a rounded critical evaluation. Finally it will draw together some conclusions.
Defining the role of HR Business Partner has become problematic over the years since its first introduction in the 1990s. The role is currently defined by the CIPD as a member of the HR function who “works closely with business leaders and/or line managers to achieve shared organisational objectives, in particular designing and implementing HR systems and processes that support strategic business aims” (http://www.cipd.co.uk/hr-resources/factsheets/hr-business-partnering.aspx. Accessed on 17 Sept 2012).
According to Holbeche when seeking to define what being a HR Business Partner means in practice it is necessary to consider what the ‘partner’ requires from the relationship. This is an important point to be addressed as the role of HR Business Partner can often be more associated with undertaking HR duties rather than fulfilling ‘client’ needs. With this in mind Holbeche defines the Business Partner as a person who, “works
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