Developing as an HR Business Partner in the Retail Industry

This report provides a detailed analysis of the Human Resource Business Partner (HRBP) role within the retail industry, focusing on international aspects and future expectations. It defines the HRBP role, contrasting it with the International HRBP (IHRBP), and explores the evolving expectations driven by technological advancements and globalization. The report identifies challenges such as cultural differences and skill gaps, and discusses the influence of external stakeholders like customers and suppliers. Key Performance Indicators (KPIs) for HRBP contributions are outlined, along with a Personal Development Plan (PDP) focusing on aligning HR practices with business objectives and enhancing recruitment processes. The report concludes with recommendations for HRBPs to adapt to industry changes and meet evolving employee expectations, highlighting the increasing importance of IHRBPs in the retail sector.

Human resource management
Retail industry

Table of contents
Introduction
Definition of HRBP
Role of IHRBP
Change expectations
Identification of challenges
External stakeholders
HRBP contributions and KPI
PDP for HRBP
Recommendations
Conclusion

Introduction
• Human resource is a major factor for managing the international
business
• Managing the diversity among the global workforce (Marchington
2015)
• Managing the engagement and motivation level of the workforce
(Dobre 2013)
• Talent development according to the external trends

Definition of HRBP
• HRBP is majorly responsible of meeting the business
objectives in relation to the human resource
management
• It is also responsible for initiating the change process
related to the employees (Stone and Deadrick 2015).

Role of International HR partners
• Global retail industry is witnessing huge development
• Infusion of technologies and new concepts further changing the
definition of this sector (Jacobson, Sowa and Lambright 2014)
• Providing consultancy services in human resources related issues
in the retail sector
• Identifying the need for change
• Increasing the retention ratio in the workplace (Hecklau et al. 2016)

Cont.
• International human resource partners are also responsible for
making the human resources compatible with latest technologies
• Developing integrated solutions for effective tech development
process (Kehoe and Wright 2013)
• Enhances the value proposition for the employees

Difference between IHRBP & HRBP
IHRBP HRBP
•Catering to the larger and global
workforce
•Cultural factors are having higher set
of influences
•Diversity management is having more
importance
•More influence in the decision making
process
•Catering to smaller and region specific
workforce
•Cultural factors are having lower set
of influences
•Diversity management is having less
importance
•Low influence in the decision making
process

Future change expectations
• It is expected that retail sector will be more technology centric in the
coming years
• International human resource partner should also cover the
technological skills of the employees (Zhou, Hong and Liu 2013)
• Acting as intermediaries between employees and management
• Should focus more high performing culture

Changes in the retail industry
• Technology is becoming the front runner over the manual labor in
new retail development process
• Internal development elements are getting more integrated in line to
the global business trends
• Outsourcing is getting increased (Pantano 2014)
• More diverse skills are expected from the employees

Change in the role of HR business
partner
• Getting to manage more diverse workforce
• Cultural factors are becoming more important determinant
• Also covering the legal aspects in extensive manner (Collings,
Wood and Szamosi 2018)
• Initiating extensive performance management process

Identification of challenges
• Cultural differences are one of the major challenges for human
resource partners
• Recruitment of exactly skilled employees as per the requirements
• Initiating continuous process of skill development (Mu et al. 2015)
• Initiating different motivating factors for the employees

External stakeholders
• External stakeholders refer to the stakeholders, which
are having indirect impact due to organizational affairs
(Korschun 2015)
• They are not involved in the daily organizational affairs
• Customers, suppliers and government are the external
stakeholders