The SNOW Mountain Hotel:Business Partner Model

The SNOW Mountain Hotel:Business Partner Model

The report is about the introduction of Business Partner Model (BPM) on Snow Mountain Hotel, and it intends to examine the HR theory of the model. The drivers that catalyze the model is the HR, and the report will also look into the effect of having the responsibilities of HR devolved onto line managers. BPM is a primary delivery channel that promotes functional excellence by providing the link between business and the organizational strategy with the main functions being organizational development, facilitating mergers, recruitment and selection and employee development. To achieve the aspirational role of BP, strategic partner, administrative expert, employee champion and change agent are required (Ulrich, 1997).

How the BPM is implemented depends on specific influencers which are both internal and external, whereby internal driver’s influences change. The internal drivers can help to support clients to apply new skills which are integrated by their foreign counterparts. Externally, the colleagues work on a strategic level which also helps the business in terms of culture and system. However, HR may not understand specific responsibilities thus hindering any potential change, and those working along the line managers may feel compelled to work on tasks hence the need articulates essential skills in a way that promotes change.

Advantages of BPM

BPM can help in giving strategic direction hence is a performance maximizing asset since employees offer their full potential without any control that directs them on how to execute their duty. HR is a strategic function, and therefore, any role it takes is intended to give a firm a strategic direction. The next advantage is that BPM provides a hard and soft approach to HRM by aligning the organization’s structure and HR systems. When a hard path to HRM, there may exist a potential resistance of employees, but when the soft method is used, workers can be treated as an asset of an organization. Finally, the advantage of BPM is the bottom line performance since the workplace can sometimes hinder performance hence the significance of employee engagement to promote operating income.

Disadvantages of BPM

Despite the benefits of keeping all HR functions close together in an organization, it may be hard to differentiate between roles. Noticing transition taking place in huge businesses hence the need for the HR to be more proactive to manage huge tasks. Another challenge is the lack of expertise to undertake specific roles, and that compels the organizations to employ people from outside. It, therefore, means that it is hard implementing BPM in large organizations.

Use of Shared Service Centers and the Removal of on-site HR Professionals

Shared services are meant to maximize the benefits of both centralized and decentralized delivery, and the structure of work involves an expert function. Such functions include training or even recruitment. In a shared service, a beginner is assigned a member of the service centre in case they get into the organization. There is also an aspect of saving in a shared service. Shared service is advantageous because the HR functions are tailored to meet both the customer and business needs. Implementing a shared service approach adds value to the business, and its primary driver is the cost. The cost is decreased because few staff are employed, thus reducing the cost of labour. It further strengthens the core business and improves competitiveness in case it is outsourced and enhances development for a wide range of people, increases quality at work and transforms managers in case line managers are involved.

Besides, in case of involvement of line managers, the level of tension can be reduced especially in the HDR because they usually deal with several tasks such as job rotation, coaching, guidance, network building, developing career and promotion. However, it is worth noting that certain line managers cannot execute their roles efficiently so, practically, some people may not benefit from the full devolution of HR to line managers; hence, it cannot be argued that line managers can supersede HRD specialists in development. Some line managers may not have the required confidence and knowledge to do their job hence the need to have the specialists. The responsibility for HRD involves knowledge and skills to succeed; thus the essential assets of an organization cannot be left in the hand of people who do not have formal training since that can result to failure.

Devolving HR Responsibilities to Line Managers

Development of strategic HRM is essential, but it requires devolution to succeed.  Devolvement and integration are two critical elements that can be used in designing a strategic HRM, but for line managers, it affects their lives when they execute their HR responsibilities. Devolution changed the line managers in different ways, including the support they receive when they carry out HR responsibilities. Line managers, when the devolution is looked into in their perspective, are perceived to be too reluctant to execute their HR tasks. The HR responsibilities are said to interfere with their duties, thus rebuking the devolvement aspect. Besides, HR practitioners are not ready to stop working on a measurable task.  Enhancing the quality of HR employees is a daunting task, and it is always the responsibility of the senior managers to ensure that the new job for HR is established. It, therefore, means that the role played by the senior managers is quite challenging, and the role played by HR cannot grow in the presence of inadequate expertise hence the need to train the line managers before devolution.

Practically, the line managers perceive the HR responsibilities as oppressive because their area of concentration is ensuring that the organization delivers to its full potential. They are used to doing the business plan, which is like their area of specialization. It is quite unfortunate that lack of training hinders the devolution of HR responsibilities to the line managers, thus making them clueless about what is required of them. Despite the critical role both the line managers and the HR managers play in the organization, they are not aware of the value they add to the business, and the solution to the challenge could be developing essential line manager skills such as people management. In case they acquire the skills, they can regard themselves as specialists. However, in training the line managers, the approach used should be practical and professional for them to excel in what they do. Gaining efficient and professional training and experience can be essential in handling HR responsibilities that may be challenging unless they have the needed skills to solve. Some of the duties may include disciplinary issues which they may not have the necessary knowledge to handle effectively. Besides, there may arise equal opportunity matters that are sometimes hard to deal with as required.

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