Business Partner Organisation Development

A “Business Partner” is defined as an internal function (Usually I.T.,  HR, Procurement, Operations) who need to serve the needs of the other internal functions.

A “Business Partner Organisation” is established by companies who recognize that these functions need specific development in order for them to be able to “serve” their internal partners effectively.

Training & Development elements common to all programmes:

  • Webex open and close.
    • Opening: designed to discuss expectation, and depending on the programme to direct participants to certain pre-work tasks.
    • Closing: designed to refresh key concepts and run 2nd level feedback
  • Trainer report
    • A verbal report covering topics such as: atmosphere in the group / main focus areas / experience of participants / problems / motivation / and business relevant topics that need to be addressed

Training programmes split into 3 levels:

Entry level       0 – 2 years’ experience as a demand manager

  • Business Partnering soft skills boot camp (BPBC)
  • Presentation skills and leading discussions with small groups of decision makers (BPPT)
  • Insights Discovery Communication Skills (BPIDC)
  • Running virtual projects & meetings (virtual programme) (BPVPM)
  • Managing by Trust (BPMT)
Business Partnering soft skills boot camp (BPBC) 3 days with e-learning pre requisite Max 12/24 participants  (1 or 2 trainers)
Presentation skills and leading discussions with small groups of decision makers (BPPT) 2 days Max 10 participants
Insights Discovery Communication Skills (BPIDC) 2 days + 45 minutes individual coaching (online) per person 16 participants

Running virtual projects & meetings (virtual programme) (BPVPM)

Virtual programme. 16 x 1hr over 12 – 16 weeks 16 participants
Managing by Trust (BPMT)  days Max 12/24 participants  (1 or 2 trainers)

Practitioner     2-4 years

  • Development Centre to focus on “managing ambiguity”, “fostering innovation”, “courage”, and other key competency areas. (BPDC-P)
  • Internal consulting skills and moderation skills (BPCM)
  • Team building (BPTB)
  • Principled Negotiating (BPPN)

Development Centre to focus on “managing ambiguity”, “fostering innovation”, “courage”, and other key competency areas. (BPDC-P)

2 days + 45 minutes individual coaching (online) per person 8/12

Internal consulting skills and moderation skills (BPCM)

2 x 3 days 16 participants

Team building (BPTB)

2 days + 4 x virtual “progress reports” a 1.5 hrs 16 participants

Principled Negotiating (BPPN)

3 days with e-learning pre requisite 12 participants

Expert             4 + years

  • Development Centre: Observer role for the practitioner level Development Centres  (BPDC-E)
  • Individual coaching (BPC)
  • Vendor management programme (BPVMP)
  • The emotionally Intelligent Leader & strategic business management with a focus on creating & sustaining executive partnerships (BPLSBM)

Development Centre:

Observer role for the practitioner level Development Centres  (BPDC-E)

2 days + 3 hours virtual “observer training” 4/6
Individual coaching (BPC) 10 x 1 hr Individual
Vendor management programme (BPVMP) 2 days 8

The emotionally Intelligent Leader & strategic business management with a focus on creating & sustaining executive partnerships (BPLSBM)

5 days 24 participants

Development Centre approach:

For the practitioners and experts, there is a programme design named “Development Centre”. This approach brings Practitioners and Experts together: the practitioners in the role of “candidates” who are developed in a series of competency areas; and the Experts in the role of “observers” whose job it will be to observe what the candidates do and then deliver feedback to them verbally and written. The DC approach is slightly complex in the logistics, and extremely high in value to all involved. It is our intention to bring as much Value to Bayer as possible by making sure maximum number of roles are played by Bayer people. This will entail a close working relationship with HR or the function who will take joint responsibility with us for the organisation and execution of a Development Centre.

Competency alignment:

The competencies in bold are a subjective prioritisation of which competencies our team thought were of more importance for a Business Partner
Competency alignment