In the current context, governed by change and instability, the role of the behind-the-scenes departments (so-called “support” departments) has fundamentally changed, and they are constantly challenged to find solutions to contribute, in their turn, to the company’s objectives and to implementation of the strategy. Whether it is human resources, financial, IT or procurement, the new role of these functions is that of a business partner.
The members of these “support” teams are no longer somewhere, in an office, thinking about projects and solutions for uniform and unitary implementations. They are now “on the field”, shoulder to shoulder with the internal client, coming to meet him with quick and adapted solutions to his needs. Are they ready to face this new style? They are the same, only the demands are different. And we already know that a company’s success depends on its employees. Businesses don’t generate value; people generate it.
When we read the profile of a business partner, we find requirements such as curiosity, ability to make decisions, ability to influence, integrity, ability to create impact, courage to provoke, credibility, cooperation, results orientation, etc. And all these requirements are what we call self and social competencies, meaning those that represent the basis of the development of specialized competences (human resources, financial, IT, etc.). Regardless of the function you are part of, to understand the client and create a successful partnership you need to develop these basic ingredients.