Human Resources as a Business Partner
Nurit Shiber, HR Business Partner
Emerging Markets Group
May, 2009
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Agenda
• Amdocs HR Organization
• Amdocs HR Vision
• What is a business partner –
• From a theoretical perspective
• From a Manager’s perspective
• From a Personal perspective
• HR & Learning Partners Synergy
• Key takeaways
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Information Security Level 1 – Confidential © 2008 – Proprietary and Confidential Information of Amdocs
Amdocs HR Organization
• 250 HR employees world wide
• 17,000 Employees in Amdocs
• Head of HR is a an Amdocs Mgmt member (from 2005)
• The term HR Business Partner was introduced to the HR
community in 2005
• HR is a strong function  involved in all key decisions in
the company
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Amdocs HR Vision
Building a winning culture in
an agile environment with
outstanding leaders and
inspired employees that
impact the way the world
communicates
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Business Partner in the eyes of Theory
> Leading Model – “Strategic Business Partner (SBP)”
by Robinson & Robinson
Strategic HR Approach
Traditional HR Approach
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Results Focus
Reactive & Proactive Engagement
Client-In rather Than HR-Out
Solution Neutral
Multiple Solutions
Clients & Accountabilities
Front-End Assessment
Measurement of Solutions & Results
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Strategic Partner Accountabilities
Identify and Partner to Support
Strategic Projects
Influence Business Strategies
and Direction
•Reframe Requests to identify
Strategic Opportunities
•Contribute to Formation of
Business Strategies and Plans
•Proactively identify Strategic
Opportunities
•Implement Strategic Projects
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•Integrate HR Strategic Plan and
initiatives into a Business Plan
•Implement People initiatives in
Support of Business Plan
Business Partner in the eyes of Leaders (my
leader…)
> Be a trusted advisor to the Group President
> Position himself/herself as someone that group mgmt
can consult on topics that are not only HR related
> Understand the business
> Represent the field needs to corporate and vice versa
> Promote excellence of employees and mangers in
staffing, promotions
> Adjust the organizational structure so it can fit the
business needs
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Business Partner from a personal
perspective (the ‘HOW’)
> Always strive to make an impact!
> Map the leaders with whom you can partner to
achieve the impact (within and without the unit)
> Understand the business
> Map the business pain points or key areas for
business success
> Always Strive to know more – constantly connect
the dots
> Ask to participate in critical meetings even if you
were not invited to them
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Business Partner from a personal
perspective
> Courage and Balance are two
key skills
> Show both - Persistence and
Flexibility
> Combine Consulting with
Execution Skills
> Combine Strategic thinking with
understanding of the details
> Always think one step ahead
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> Cascade your vision to your
team and be a role model
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HR & Learning Partners – Strong synergy
> The work model should be partnership
> HR should open the door for Learning and Vice Versa
> The two functions need to be fully coordinated
between themselves and the business plan
> Example from my life 
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Key takeaways
> Make an Impact in everything you do
> Always strive to know more – especially about the
business
> True Partnerships with leadership is key – it happens
only when you bring value….
> HR & Learning Partners need to be fully aligned and
work side by side
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Information Security Level 1 – Confidential © 2008 – Proprietary and Confidential Information of Amdocs