The Business Partner Balancing Act: An Analysis of Alternative Employee Advocacy Practices in the Modern HR Function

dc.contributor.author	Olson, Matt
dc.date.accessioned	2020-11-12T17:11:07Z
dc.date.available	2020-11-12T17:11:07Z
dc.date.issued	2014-10-31
dc.description.abstract	[Excerpt] Over the past 15 years, human resource (HR) organizations shifted to “business-based HR” or “business partnering,” as firms adopted a three-legged HR functional design comprising shared services, centers of expertise and HR business partner roles. This new structure offers a firm additional HR value by freeing the business partner of administrative work and leveraging technology to automate and centralize human resource processes.
dc.description.legacydownloads	10_31_14_The_business_partner_balancing_act.pdf: 297 downloads, before Oct. 1, 2020.
dc.identifier.other	7323042
dc.identifier.uri	https://hdl.handle.net/1813/72942
dc.language.iso	en_US
dc.rights	Required Publisher Statement: © Cornell HR Review. This article is reproduced here by special permission from the publisher.
dc.subject	HR Review
dc.subject	Human Resources
dc.subject	Business Partner
dc.subject	Workforce
dc.subject	Advocacy
dc.subject	Management
dc.title	The Business Partner Balancing Act: An Analysis of Alternative Employee Advocacy Practices in the Modern HR Function
dc.type	article
local.authorAffiliation	Olson, Matt: mpo37@cornell.edu Cornell University

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