Hot off the press

Our very latest HR with Guts playing cards are now available to order. If you'd like to be one of the first to have a pack sent to you, then all you have to do is call us on 020 7987 4848.

What's new?
We're often asked by people new into the HR Business Partner (HRBP) role, 'what's the difference between being an HRBP and doing my old job?'. The answer lies in what they believe about their new role, and how they behave towards others in the business as a result (for more on this, check out this month's main article). To help explain this, we asked successful HRBPs from around the world to tell us about the specific behaviours and beliefs to which they attribute their own success. We then turned their answers into a list of examples. This has proved such an effective training tool, we decided to turn it into a set of cards, too. So whether you're new to your role, or an experienced HRBP looking to hone your skills and those of your team, these cards are well worth a look.

The pack's four sections relate to four different themes: building relationships, business and strategy, leading HR, and creating the right mindset. On one side of each card is a belief or behaviour. On the other, is a practical tip or exercise that will help you develop it.
Below are some example cards , please click on the images to enlarge them.

This is an example of the front and back of a card from the Business and Strategy Section This is an example of the front and back of a card from the Business and Strategy Section

This is an example of the front and back of a card from the Leading HR Section This is an example of the front and back of a card from the Leading HR Section

This is an example of the front and back of a card from the Mindset Section This is an example of the front and back of a card from the Mindset Section

This is an example of the front and back of a card from the Relationships Section This is an example of the front and back of a card from the Relationships Section

Relationships
Front: 'The client and I laugh together'
Back: Monitor how often you ask for feedback and the quality of the questions you ask. In meetings and presentations it helps to warn people that you would like feedback on particular aspects at the start so that they can note the data.

Business and Strategy
Front: 'I strive to be involved at the beginning of the business decision making process'
Back: Ensure you have regular face time with the management team to ask them open questions about what they are beginning to think about, trends they see, concerns they have.

Leading HR
Front: 'I have a point of view and am willing to state it'
Back: This sounds easy when there is no conflict involved. However we often find that people are not clear about their own views, they have not considered all the angles or tested their thinking. Before making a statement on an issue, test your views. Have a colleague play "devil's advocate" and challenge you. Look at the issue from the perspective of major stakeholders. Mentally or on paper summarise your views and reasoning.

Mindset
Front: 'I have to take risks to succeed'
Back: Risk is relative. Whilst the most successful take risks they are also skilled in managing those risks. Know your own attitude to risk - do you embrace it and like the buzz? Or are you cautious? Most people are somewhere in between, or have areas where they are willing to take a risk and others where they are not. Also, keep track of who will support you, the strength of your belief and the amount you and the business have to gain. Then work systematically on your business case and your support network.