Abstract
For over a decade HR leaders have been striving to become business partners. They want to have a strategic impact on their organizations; however, many are struggling to make this transition. The primary reason for lack of progress in this endeavor is that HR analysts, the staff who carry out this mission, are still trained and reinforced in the traditional, transactional mindset. In order for the entire HR department to be considered strategic in nature, the HR analyst must learn critical consultative skills. These skills must be developed through a structured, deliberate approach. A methodical approach to developing HR staff for this role should include the following elements:
Clearly defined jobs for internal HR consultants Strategic mission for the HR department that includes consultative approaches Formal training programs for internal HR consultant staff development Feedback on performance, including consultative skills Individual development planning based on feedback Coaching, mentoring, and continual feedback on consultative skills Job rotation
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