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Business Analyst, Selling Partner Support Global Planning

Job ID: 2644346 | Amazon.com Services LLC

DESCRIPTION

This position will lead the development of data analyses to assess the accuracy of headcount planning inputs and establish strong mechanisms to meet planning accuracy targets and ongoing changes in customer need. Selling Partner Services is responsible for creating a trustworthy shopping experience across Amazon stores worldwide by protecting customers, brands, selling partners and Amazon from fraud, counterfeit, and abuse as well as empowering, providing world‐class support, and building loyalty with Amazon’s millions of selling partners. We value individual expression, respect different opinions, and work together to create a culture where each of us is able to contribute fully. Our unique backgrounds and perspectives strengthen our ability to achieve Amazon's mission of being Earth's most customer-centric company. The SP-Support team within Selling Partner Services handles the majority of support interactions with Selling Partners (Sellers, Vendors, and Brand Owners), but also work with many other teams across Selling Partner Services and other Amazon teams to collectively solve Selling Partner issues. This role will join our cross-functional headcount planning team, Global Planning, and work closely with various stakeholders world-wide such as Finance, Operations, Regional Capacity Planners, Hiring and Training teams to develop data analyses to be used by downstream teams to plan staffing, cost, and root cause resolution approaches. In this role, the Business Analyst will support Global Planning by leading weekly, monthly, and quarterly business review processes; analyzing data (exports and other) to drive prioritization work, assess optimization opportunities, and completing ad-hoc analysis. This position will support and partner with senior leadership to provide data oversight and decision support in this rapidly evolving space. The successful candidate will be a self-starter, comfortable with ambiguity and be able to create and maintain efficient & automated processes. The ideal candidate must thrive in a fast-paced environment, have a strong sense of curiosity and initiative, focus on generating results within tight deadlines, and maintain a high standard of personal and professional integrity and ethics. The successful candidate will be a thought leader, with the ability to deep dive while thinking big. We are looking for a team-player to play a significant part in defining our team efforts. Key job responsibilities • Provide data management processes such as accessing raw data feeds, building queries and macros, writing SQL code, organizing data and designing reports that present status-at-a-glance visualization for business performance. • Retrieving and analyzing large sets of data using Excel, SQL, and other data management systems. • Designing and implementing reporting solutions to enable stakeholders to manage the business and make effective decisions. • Taking ownership of reporting processes to ensure that each report is accurate and timely with a high degree of customer focus in resolving data discrepancies. • Building and managing related key performance indicators (KPIs) to measure, control, and benchmark reporting processes. • Monitoring existent metrics, building new metrics, and partnering with internal teams to identify process and system improvement opportunities. • Supporting cross-functional teams on the day-to-day execution of the existent program implementation. • Generating complex queries to dive deep on process issues • Innovating to improve customer experience

BASIC QUALIFICATIONS

- 3+ years of tax, finance or a related analytical field experience - 5+ years of Excel (including VBA, pivot tables, array functions, power pivots, etc.) and data visualization tools such as Tableau experience - Experience defining requirements and using data and metrics to draw business insights - Experience making business recommendations and influencing stakeholders - Experience with Excel

PREFERRED QUALIFICATIONS

- Bachelor's degree or equivalent - 5+ years of business analyst, data analyst or similar role experience Amazon is committed to a diverse and inclusive workplace. Amazon is an equal opportunity employer and does not discriminate on the basis of race, national origin, gender, gender identity, sexual orientation, protected veteran status, disability, age, or other legally protected status. For individuals with disabilities who would like to request an accommodation, please visit https://www.amazon.jobs/en/disability/us. Our compensation reflects the cost of labor across several US geographic markets. The base pay for this position ranges from $66,900/year in our lowest geographic market up to $143,100/year in our highest geographic market. Pay is based on a number of factors including market location and may vary depending on job-related knowledge, skills, and experience. Amazon is a total compensation company. Dependent on the position offered, equity, sign-on payments, and other forms of compensation may be provided as part of a total compensation package, in addition to a full range of medical, financial, and/or other benefits. For more information, please visit https://www.aboutamazon.com/workplace/employee-benefits. This position will remain posted until filled. Applicants should apply via our internal or external career site.

Job details

• USA, WA, Seattle
• Selling Partner Support
• Business Intelligence

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Cisco cuts thousands of jobs, 7% of workforce, as it shifts focus to AI, cybersecurity

FILE - The Cisco logo appears on a screen at the Nasdaq MarketSite on Oct. 3, 2018 in New York’s Times Square. (AP Photo/Richard Drew, File)

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Cisco Systems is planning to lay off 7% of its employees, its second round of job cuts this year , as the company shifts its focus to more rapidly growing areas in technology, such as artificial intelligence and cybersecurity.

The company based in San Jose, California, did not specify the number of jobs it is cutting. It had 84,900 employees as of July 2023. Based on that figure, the number of jobs cut would be about 5,900. In February, Cisco announced it would cut about 4,000 jobs.

The networking equipment maker said in June that it would invest $1 billion in tech startups like Cohere, Mistral and Scale to develop reliable AI products. It recently also announced a partnership with Nvidia to develop infrastructure for AI systems.

Cisco’s layoffs come just two weeks after chipmaker Intel Corp. announced it would cut about 15,000 jobs as it tries to turn its business around to compete with more successful rivals like Nvidia and AMD. Intel’s quarterly earnings report disappointed investors and its stock took a nosedive following the announcement. In contrast, Cisco’s shares were up about 6% after-hours on Wednesday.

In a foray into cybersecurity, Cisco launched a cybersecurity readiness index back in March to help businesses measure their resiliency against attacks.

Cisco Systems Inc. said Wednesday it earned $2.16 billion, or 54 cents per share, in its fiscal fourth quarter that ended on July 27, down 45% from $3.96 billion, or 97 cents per share, in the same period a year ago. Excluding special items, its adjusted earnings were 87 cents per share in the latest quarter.

Revenue fell 10% to $13.64 billion from $15.2 billion.

Analysts, on average, were expecting adjusted earnings of 85 cents per share on revenue of $13.54 billion, according to a poll by FactSet.

For the current quarter, Cisco is forecasting adjusted earnings of 86 cents to 88 cents per share on revenue of $13.65 billion to $13.85 billion. Analysts are expecting earnings of 85 cents per share on revenue of $13.74 billion.

Edward Jones analyst David Heger said Cisco is starting to see demand recover after it slowed over the past few quarters, noting that product orders were up 6% even when excluding those from its recent acquisition of cybersecurity firm Splunk .

He added that “the restructuring will help offset the earnings impact from interest expenses associated with financing the Splunk acquisition and will rationalize combined workforces.”

10 Workforce Planning Business Partner Interview Questions and Answers for hr business partners

• Talent Acquisition Business Partner
• Employee Relations Business Partner
• Compensation and Benefits Business Partner
• Organizational Development Business Partner
• Training and Development Business Partner
• Diversity and Inclusion Business Partner
• Labor Relations Business Partner
• Change Management Business Partner
• HR Technology Business Partner
• HR Analytics Business Partner
• Total Rewards Business Partner
• HR Compliance Business Partner
• HR Shared Services Business Partner
• HR Communications Business Partner
• Mergers and Acquisitions Business Partner
• Global Mobility Business Partner
• Performance Management Business Partner
• Succession Planning Business Partner
• Leadership Development Business Partner

1. Can you tell us about your experience implementing workforce planning strategies?

During my previous role at XYZ company, I was responsible for implementing workforce planning strategies to manage our remote team of 100 employees. First, I conducted a thorough analysis of the company's historical data on employee performance, attrition rates, and departmental needs. Based on this data, I recommended to the executive team that we hire additional sales representatives and customer service agents to better support our clients.

• To prepare for the hiring process, I collaborated with our hiring manager to develop a comprehensive job description and interview process. I also established a budget for recruitment, advertising, and onboarding expenses.
• After the new employees were hired, I worked with our HR department to ensure that they received adequate training and were integrated into their respective teams smoothly.
• As a result of this initiative, our sales revenue increased by 25% in the first quarter of the year. Employee satisfaction and retention also improved, with a 10% decrease in attrition rates.

Overall, my experience in implementing workforce planning strategies has shown me the positive impact it can have on a business's success and employee satisfaction. I am eager to bring my skills and experience to this role and continuing to optimize the remote workforce.

2. What methods do you use to forecast workforce needs?

What methods do you use to forecast workforce needs.

As a Workforce Planning Business Partner, I understand the importance of accurately forecasting workforce needs. In my past roles, I have used several methods to make data-driven workforce planning decisions:

• Historical Trend Analysis: I review past data on workforce needs and compare it to current and future needs to identify trends in workforce demand. This data includes employee turnover rates, hiring trends, seasonality, and market trends. For example, in my previous role, I analyzed a five-year trend and identified a 20% increase in workforce demand every June, July, and August. This allowed me to proactively recruit and hire employees, ensuring we had enough staff to meet business needs during the busy summer months, resulting in a 95% customer satisfaction rate.
• Collaboration with Hiring Managers: I work closely with hiring managers to develop a clear understanding of business needs and to forecast workforce needs based on upcoming projects or initiatives. I conduct regular meetings with hiring managers to evaluate their staffing needs and gauge their confidence in hiring projections. For example, in my previous role, I worked with a hiring manager who was launching a new product that required specialized skills. By collaborating with the hiring manager and analyzing the available talent in the market, I identified that we needed to increase our recruiting efforts by 200% to find the necessary skills.
• Scenario Planning: I utilize scenario planning to understand the potential impact of different events or situations on workforce demand. This includes natural disasters, economic downturns, or even major market changes. By considering different scenarios and understanding their potential impacts, I can make informed changes to workforce planning strategies. For example, in my previous role, I created a scenario planning model to evaluate the potential impact of a hurricane on our workforce. By understanding the potential impact on employee availability, we were able to proactively shift our staffing strategies to ensure we had enough staff to maintain business operations during and after the hurricane.

By using these methods and data analytics, I am able to make data-driven decisions to ensure adequate staffing levels and to maximize business outcomes. I am excited about the opportunity to bring these skills and capabilities to the Workforce Planning Business Partner role at Remote Rocketship.

3. How do you ensure that workforce planning aligns with broader business planning?

As a Workforce Planning Business Partner, one of my key responsibilities is to ensure that workforce planning aligns with broader business planning. To achieve this, I follow these steps:

Regularly meet with business leaders to understand the business goals, strategies, and initiatives. This helps me to identify future workforce needs and gaps.

Conduct workforce analyses to determine current and future talent requirements. This analysis considers current headcount, attrition rates, business projections, and upcoming projects.

Use the data from the workforce analysis to identify critical roles, skills, and competencies that are required for the future success of the business. This information is shared with business leaders to ensure that they understand the importance of these roles and the need to proactively plan for them.

Work closely with HR leaders to develop talent strategies that support the broader business goals. These strategies may include recruitment, retention, development, and succession planning.

Ensure that the talent strategies are closely aligned with the business's financial plans. This helps to ensure that the organization has the necessary budget and resources to support the workforce planning initiatives.

Regularly track and report on progress towards the goals set in the talent strategies. This helps to ensure that the workforce planning initiatives are on track to meet the broader business objectives.

Provide recommendations to business leaders on workforce planning decisions. This includes recommendations on internal talent movements, external hiring, and the development of critical skills and competencies.

All of these steps help to ensure that workforce planning is aligned with broader business planning. The benefits of this alignment include:

Ensuring the availability of the right talent at the right time and in the right place.

Increasing employee engagement by providing clear career paths and development opportunities.

Improving business performance by ensuring that critical roles and skills are filled.

Overall, by following these steps, I am confident that I can effectively align workforce planning with broader business planning.

4. Can you describe a time when you had to change your approach to workforce planning to account for unexpected market changes?

While working as the Workforce Planning Business Partner for ABC Corporation, I faced an unexpected market change when our main competitor launched a new product that gained significant market share. This meant that our sales projections for the next quarter were impacted, and we needed to adjust our workforce planning accordingly.

To start, I collaborated with the Finance and Sales teams to re-forecast our sales projections based on the new market conditions. Using this information, I analyzed our current workforce structure and identified areas that needed to be modified to ensure that we could sustain our workforce plan while also remaining competitive.

• First, I looked at our recruitment strategy to adjust the hiring plan as per the projected sales forecasts. Based on this information, we decided to slow down hiring temporarily to ensure that we didn't overstaff.
• Second, I identified potential areas where we could utilize our existing workforce more efficiently. We decided to conduct cross-skilling programs and up-skill our employees instead of hiring external talent. This not only helped us save costs but also increased employee engagement.
• Third, I analyzed our current workforce to determine if there were any roles or departments that could be consolidated. We identified a few areas of redundancy and merge roles which resulted in a cost-savings of 10% in the upcoming quarter.

Overall, our agile approach to workforce planning allowed us to mitigate the impact of the unexpected market change and stay on track to achieving our overall business goals.

5. What metrics do you use to measure the success of workforce planning initiatives?

As a workforce planning business partner, I typically use a combination of quantitative and qualitative metrics to measure the success of our initiatives. Here are some of the metrics I use:

Employee Turnover Rate: One of the main outcomes of successful workforce planning is a reduction in employee turnover. I track this metric on a quarterly basis and compare it to the previous year's turnover rate. For example, in Q2 of 2022, our company had a turnover rate of 15%, but after implementing our workforce planning initiatives, in Q2 of 2023, our turnover rate decreased to 10%, which represents a 33% reduction.

Time-to-Fill Open Positions: Another metric that is indicative of effective workforce planning is a decrease in the time-to-fill open positions. Before we implemented our initiatives, it took us an average of 60 days to fill a position, but after our initiatives were put in place, the average time-to-fill dropped to 45 days. This represents a 25% improvement.

Employee Engagement Scores: A third metric we use to measure the success of our workforce planning initiatives is employee engagement scores. By surveying our employees before and after the implementation of our initiatives, we were able to track an increase in engagement scores. For example, before the initiatives, our engagement score was 3.5 out of 5, but after the initiatives, our engagement score increased to 4.2 out of 5. This represents a 20% increase in overall employee satisfaction.

Overall, by tracking these and other relevant metrics, we are able to measure the success of our workforce planning initiatives and make data-driven decisions about future initiatives that will continue to improve our workforce and business outcomes.

6. How do you ensure that diversity and inclusion goals are incorporated into workforce planning?

At my previous organization, we actively incorporated diversity and inclusion goals in our workforce planning strategy by implementing the following practices:

• Data-driven approach: We collected and analyzed employee demographic data to identify areas of improvement in our hiring practices.
• Training and education: We offered diversity and inclusion training to all employees and provided additional resources to hiring managers to reduce unconscious bias during the hiring process.
• Diversity recruitment: We partnered with local organizations focused on diverse communities to expand our pool of qualified candidates.
• Employee resource groups: We established employee resource groups (ERGs) to provide a safe space for underrepresented employees and to promote diversity and inclusion within the organization.

As a result of our efforts, we saw an increase in diversity within our organization. In 2022, we hired a workforce that was 60% people of color, compared to 45% in 2021. Our retention rate also improved, with a decrease in turnover by 10%. Overall, incorporating diversity and inclusion goals in workforce planning not only benefits the organization but also creates a better workplace culture for all employees.

7. How do you stay current with trends and best practices in workforce planning?

As a Workforce Planning Business Partner, staying current with trends and best practices is crucial to ensure that we are providing effective solutions to our clients. One of the ways I stay current is through attending industry conferences and seminars. For example, last year I attended the 2022 International Workforce Planning Conference where I learned about the latest tools and techniques for forecasting staffing needs and optimizing workforce productivity. This conference provided invaluable insights that I was able to apply in my role, which resulted in a 20% increase in workforce efficiency for one of our key clients.

In addition to attending conferences, I also regularly read industry publications and follow thought leaders in the field. For instance, I subscribe to the Workforce Insights monthly newsletter and follow John Smith, a renowned workforce planning expert, on LinkedIn. Through these channels, I am able to stay up-to-date on the latest trends, technologies, and methodologies in workforce planning. As a result of implementing some of the best practices I have learned through these channels, I have helped reduce talent acquisition time by 30%, resulting in significant savings for our clients.

Finally, I also collaborate with colleagues within and outside the organization to share insights and learn from their experiences. For example, I organize regular cross-functional meetings with the Learning and Development team to discuss strategies for employee retention and career development. These collaborative efforts have helped to foster a culture of continuous learning, leading to better business outcomes.

• Attending industry conferences and seminars
• Reading industry publications and following thought leaders
• Collaborating with colleagues within and outside of the organization

8. What role do you play in identifying and developing high potential talent?

As a workforce planning business partner, one of my main responsibilities is identifying and developing high potential talent within the organization. To achieve this goal, I take a proactive approach that involves several steps.

• Collaborating with department managers: I regularly meet with managers to gain a better understanding of their staffing needs and talent gaps.
• Developing talent profiles: I work with departmental stakeholders to create comprehensive talent profiles that outline the skills, knowledge, and experience required for each position.
• Conducting talent assessments: I use a variety of tools and techniques to identify high potential talent, including performance evaluations, leadership assessments, and 360-degree feedback.
• Creating development plans: Once high potential talent has been identified, I work with managers to create individualized development plans that build on their strengths and address their areas for improvement.
• Providing training and support: I collaborate with training and development teams to create and implement training programs that target the specific skills and competencies required for leadership and high-level roles.

As a result of my efforts, I was able to identify and develop several high potential employees who went on to take on key leadership roles within the organization. One example is a Sales Manager who, after completing a rigorous development program, was promoted to Director of Sales and was able to increase the department's revenue by 30% within a year.

9. Can you walk us through your process for identifying skills gaps and creating development plans?

Identifying skills gaps and creating development plans is an integral part of my job as a workforce planning business partner. My process begins with conducting a thorough analysis of the current workforce and future business needs. This involves looking at factors such as turnover rates, employee feedback, and industry trends. For example, in my previous role as a business partner at XYZ Inc., I conducted an analysis that revealed a high turnover rate among new employees within the first year of employment. This indicated a need for improved onboarding and professional development programs.

• The second step is to gather feedback from employees and managers on their current skills and what they would like to develop in the future. At ABC Corp, I implemented a survey to gather this feedback, which allowed me to identify common skill gaps and prioritize areas for training and development.
• Based on the analysis and feedback, I create development plans that are tailored to the company's needs and the employees' career goals. This involves identifying specific training courses or programs, as well as on-the-job learning opportunities, such as job shadowing or mentoring.
• To ensure the success of the development plans, I track and measure progress through regular check-ins and evaluations. For example, at XYZ Inc., I implemented a quarterly progress report for employees who were undertaking development plans. This allowed us to make adjustments to the plans as needed and ensure that employees were on track to meet their goals.

Additionally, I believe in the importance of offering growth opportunities to all employees. In my previous role at DEF Corp, I implemented a job rotation program that allowed employees to gain experience in different departments and roles. This program resulted in a 25% increase in retention rates and an overall improvement in cross-departmental communication and collaboration.

Overall, my process for identifying skills gaps and creating development plans is data-driven, collaborative, and focused on delivering measurable results for both the business and employees.

10. Tell us about a successful collaboration you had with business leaders to create workforce planning strategies.

During my previous role at XYZ corporation, I collaborated with business leaders to create a comprehensive workforce planning strategy to improve organizational effectiveness. We started by analyzing current HR data to identify potential gaps, as well as reviewing industry trends to ensure the approach aligns with latest practices. Through collaboration we focused on examining 4 key areas that can have significant impact on the workforce, those were: hiring needs, employee experience, succession planning, and skill development. I facilitated discussions with key stakeholders across the organization to gather their inputs and perspectives, which enabled us to develop a plan that everyone felt invested in. One major success of this project was our ability to reduce employee turnover rate by 22% within six months of implementation. By implementing several initiatives such as targeted training programs, adjusting hiring requirements and revising our Compensation plans, we were able to increase employee satisfaction and retention. Overall, the effective collaboration with business leaders, combined with a data-driven approach, allowed us to develop and execute a comprehensive and scalable workforce planning strategy that contributed to the growth of the organization while maintaining a positive employee experience.

Congratulations on taking the first step towards landing your dream HRBP position! Now that you have familiarized yourself with some common interview questions and answers, it's time to prepare a cover letter that showcases your unique skills and strengths. Our guide on writing a cover letter for HRBP positions is a great resource to help you create a standout application package. Don't forget to tailor your resume to the HRBP role, highlighting your relevant experience and achievements. Our guide on writing a resume for HR business partners can help you craft an impressive CV. Looking for remote HRBP jobs? Our job board offers a multitude of exciting opportunities for professionals seeking flexible, location-independent roles. Check out our Human Resources section for the latest openings and start your job search today. Good luck!

Payments giant Mastercard cutting global headcount by 3%

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China manages to halt bond bulls in their tracks, for now

A long, frenzied bond rally in China has stalled, with prices down and turnover tumbling as investors step back after intensifying intervention by Beijing to stop yields from falling.

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HR Business Partner

 Job Summary:

• This position has no direct supervisory responsibilities but does serve as a coach and mentor for other positions in the department.
• Conducts weekly meetings with respective business units.
• Consults with line management, providing HR guidance when appropriate.
• Analyzes trends and metrics in partnership with the HR group to develop solutions, programs and policies.
• Manages and resolves complex employee relations issues. Conducts effective, thorough and objective investigations.
• Maintains in-depth knowledge of legal requirements related to day-to-day management of employees, reducing legal risks and ensuring regulatory compliance. Partners with the legal department as needed/required.
• Provides day-to-day performance management guidance to line management (e.g., coaching, counseling, career development, disciplinary actions).
• Works closely with management and employees to improve work relationships, build morale, and increase productivity and retention.
• Provides HR policy guidance and interpretation.
• Develops contract terms for new hires, promotions and transfers.
• Assists international employees with expatriate assignments and related HR matters.
• Provides guidance and input on business unit restructures, workforce planning and succession planning.
• Identifies training needs for business units and individual executive coaching needs.
• Participates in evaluation and monitoring of training programs to ensure success. Follows up to ensure training objectives are met.
• Performs other related duties as assigned.
• Excellent verbal and written communication skills.
• Excellent interpersonal and customer service skills.
• Excellent organizational skills and attention to detail.
• Ability to comprehend, interpret, and apply the appropriate sections of applicable laws, guidelines, regulations, ordinances, and policies.
• Ability to acquire a thorough understanding of the organization's hierarchy, jobs, qualifications, compensation practices, and the administrative practices related to those factors.
• Excellent time management skills with a proven ability to meet deadlines.
• Strong analytical and problem-solving skills.
• Proficient with Microsoft Office Suite or related software.
• Minimum of 8 years of experience resolving complex employee relations issues.
• Working knowledge of multiple human resource disciplines, including compensation practices, organizational diagnosis, employee and union relations, diversity, performance management, and federal and state respective employment laws.
• Bachelor's degree preferred.
• SHRM Certified Professional (SHRM-CP) or SHRM Senior Certified Professional (SHRM-SCP) credential or ability to obtain certification within one year of employment
• Prolonged periods of sitting at a desk and working on a computer.
• Must be able to lift up to 15 pounds at times. 

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A boomer couple on Social Security moved to Guatemala because they couldn't afford to retire in the US. After 2 years, they moved back.

• Robert Zimmerman and his wife moved to Guatemala to retire on Social Security income.
• They returned to the US after two years because they felt dissatisfied with their quality of life.
• They downscaled their home in the US, and Zimmerman said he may work as a contractor.

Robert Zimmerman, 72, and his wife struggled to afford life in the US despite working for most of their lives. When they decided to move to Guatemala , they anticipated they'd retire and live on their Social Security income.

But two years later, they'd had enough. Though prices were much lower in Guatemala, they felt their quality of life was not to the standard they expected. They ultimately decided to move back to the US , despite the higher cost of living and having to return to work.

While Zimmerman and his wife disliked some aspects of living in Guatemala , he said it was good to experience a new culture and take a break from the corporate world.

"While my friends and acquaintances enjoy high salaries and a cushier life, our experience in Guatemala was exposure to a culture that most Americans will never get to enjoy," Zimmerman said. "It does change people."

Moving to Guatemala

Zimmerman spent most of his life in the Seattle area, where he worked at tech companies and a big law firm. Despite the area's high cost of living, he made enough to support his family, but the consistently dreary weather spurred Zimmerman and his wife to move south.

Amid the 2008 housing crisis, the couple bought a three-bedroom home in the suburbs of Phoenix for about $85,000. Zimmerman worked in the tech department at the Arizona Department of Education, and they were able to move to another home in Arizona.

But after Zimmerman was laid off amid budget cuts a few years ago, his unemployment benefits weren't enough to keep them financially stable.

"We didn't do a good job of preparing for our retirement, and so I didn't save up a huge amount of money," Zimmerman said.

Zimmerman found another job in Houston with a medical-transport company, but after getting laid off and enduring Hurricane Harvey , he began to consider a future outside the US. He and his wife wanted to move to a country where they could live entirely on Social Security income.

"I was getting tired of the drudgery of doing a 9-to-5," Zimmerman said. "I was at my retirement age of 65 and was to go on Social Security , and I had done some research and found that Guatemala was probably one of the cheapest options available for people on retirement income."

Related stories

Zimmerman went to Guatemala for two weeks to scope it out, first settling in San Marcos La Laguna, a village on the western shores of Lake Atitlán. He and his wife drove their truck through Mexico to the town of about 2,200 people in one of the more touristy parts of the country.

Zimmerman was struck by the towns along the lake for their colorful buildings, tiny coffee shops built within the jungle, cultural diversity, and low prices. He said the area was also a popular site for religious offerings.

"Lake Atitlán has a history of being a place that not a lot of people know about — but people find a real eye-opening place," Zimmerman said. "We didn't have any expectations of what we would confront there."

Living in Guatemala: Pros and cons

The Zimmermans rented a house that they thought was unstable and couldn't withstand an earthquake if it hit their area. Part of their home opened onto the street, so Zimmerman said they'd often smell exhaust or overhear street conversations.

They moved to Panajachel, a town of about 11,000 that's surrounded by three volcanoes. The town had many craftsmen selling clothing and bags, coffee shops run by expats, and gorgeous lake views. Zimmerman said that the towns surrounding the lake were "real happening spots for young people," adding that bars and restaurants were often full in the evenings.

Zimmerman loved visiting Guatemala's many historic sites, such as the colonial buildings of Quetzaltenango and the Baroque architecture of Antigua Guatemala. He said rent prices in these cities were outside their budget.

Prices were affordable for housing and daily expenses, which Zimmerman said they paid using their Social Security income. He said they paid $400 a month for a furnished house rented by an American landlord before renting a cabin in the jungle for about $350 a month. They also had a maid and a gardener at the home, which he said cost them about $10 a week.

Transportation on three-wheel bikes cost 60 cents a ride, but Zimmerman said food costs were comparable to those in the US, given that many products were imported. But going out to eat was much cheaper — he recalled paying 50 cents for rice and beans, $1 for pizza, $2.50 for a large breakfast, and $2 for beer.

The Zimmermans had their electric bill subsidized, so they paid just $12 a month. Their cable bill was about the same as it was in the US.

Zimmerman said they paid $12 for a US-trained doctor in their town, including for his wife's gallbladder surgery. He said there wasn't state-of-the-art healthcare in the town but that dental care was about equivalent to the US for half the price. He said that doctors would give them free medications.

But they thought the infrastructure was lacking. They never drank the tap water, which he said it came from a ditch that sometimes smelled like raw sewage. Zimmerman said he got sick a few times from eating food from street sellers.

He interacted with the locals, but he said his town attracted many US expats, meaning that most people he spoke with were not from Guatemala. Because of the large expat community, he said he didn't learn Spanish beyond a few common phrases. But he added that he never acclimated to the environment and that the language barrier had hindered him.

His relationship with the area quickly soured when he realized that many locals shot fireworks — which he described as "small bombs" — randomly each day as late as 4 a.m., which affected his sleep schedule. He said he was met with vitriol when he made noise complaints.

Though he respected the locals' cultural and religious traditions, he said he never got used to how religious his area was. He lived next to a church where electronic speakers would blast sermons out onto the streets, which he said often disrupted traffic.

Moving back to the US — and paying more

The Zimmermans lived in Guatemala during the COVID-19 lockdowns, which restricted the hours businesses were open and when residents could leave their homes. By then, Zimmerman and his wife wanted to leave, and they decided to move back to the US during the pandemic-recovery period.

They bought an old Jeep and loaded it with their belongings; and after some challenges at the border, they drove through Mexico. They knew moving back to the US would be more expensive, but Zimmerman said that given their finances, it was their only option. Zimmerman said they wanted to return to the comfort of the US for a few years while deciding whether to move abroad again. They also needed to pay a penalty for renewing their Medicare after dropping coverage when they moved to Guatemala.

When they moved back to the US, Zimmerman estimated that they had about $50,000 in the bank. Zimmerman knew he had to return to work, so he studied a business-intelligence tool to land a specialized position, but he said he never became fully proficient. He's now considering working as a contractor.

Zimmerman said he and his wife couldn't afford to move back to the Seattle area, so after spending some time at his sister's place in Las Vegas, they moved to Illinois, living in cities like Belleville, Peoria, and now Rockford — which has a cheaper cost of living with fewer property taxes. They've lived off Social Security as Zimmerman searches for his next job.

"Most of the people I worked with in Seattle now have high-paying tech jobs, and I am unable to find equal work here in small-town Illinois," Zimmerman said.

Have you recently left the US for a new country? Reach out to this reporter at [email protected] .

Watch: This Mexican entrepreneur builds houses out of bricks made from invasive seaweed. Then he gives them away.

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Vice President Kamala Harris and former President Donald J. Trump flew to North Carolina this week to deliver what were billed as major speeches on the economy. Neither laid out a comprehensive policy plan — not Ms. Harris in her half-hour focus on housing, groceries and prescription drugs, nor Mr. Trump in 80 minutes of sprinkling various proposals among musings about dangerous immigrants.

But in their own ways, both candidates sent voters clear and important messages about their economic visions. Each embraced a vision of a powerful federal government, using its muscle to intervene in markets in pursuit of a stronger and more prosperous economy.

They just disagreed, almost entirely, on when and how that power should be used.

In Raleigh on Friday, Ms. Harris began to put her own stamp on the brand of progressive economics that has come to dominate Democratic politics over the last decade. That economic thinking embraces the idea that the federal government must act aggressively to foster competition and correct distortions in private markets.

The approach seeks large tax increases on corporations and high earners, to fund assistance for low-income and middle-class workers who are struggling to build wealth for themselves and their children. At the same time, it provides big tax breaks to companies engaged in what Ms. Harris and other progressives see as delivering great economic benefit — like manufacturing technologies needed to fight global warming , or building affordable housing.

That philosophy animated the policy agenda that Ms. Harris unveiled on Friday. She pledged to send up to $25,000 in down-payment assistance to every first-time home buyer over four years, while directing $40 billion to construction companies that build starter homes. She said she would permanently reinstate an expanded child tax credit that President Biden temporarily established with his 2021 stimulus law, while offering even more assistance to parents of newborns.

She called for a federal ban on corporate price gouging on groceries and for new federal enforcement tools to punish companies that unfairly push up food prices. “My plan will include new penalties for opportunistic companies that exploit crises and break the rules,” she said, adding: “We will help the food industry become more competitive, because I believe competition is the lifeblood of our economy.”

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Home › HR Career Path › What Does a Senior HR Business Partner Do?

What Does a Senior HR Business Partner Do?

Become a Certified HR Business Partner

Table of contents.

Do you want to know what a senior HR business partner does? Then, this is the right article to guide you.

A senior HR business partner aligns human resources goals with organizational goals. Gartner report says that effective HRBPs increase employee retention by 24%, improve employee performance by 22%, boost profitability by 9%, and enhance revenue by 7%. It is hard to deny the importance of senior human resources business partners in improving the efficiency of the human resources department.

A senior HR business partner works together and aligns business units with HR functions. In this article, you can find out what a senior human resources business partner does to meet organizational and HR objectives. If you’re interested in learning more via video, then watch below. Otherwise, skip ahead.

Senior HR Business Partner Role

A senior human resources business partner (HRBP) is a strategic liaison between the business and the human resources department. The senior human resources business partners are in contact with line managers to understand the business, process, and challenges. This knowledge helps the human resources department to set realistic goals and priorities.

Senior HRBP is a diverse role that requires human resources skills, industry sector knowledge, and strong business acumen. The senior HR business partner’s base salary ranges between $101,000 to $154,000 per year. They’re responsible for developing and shaping an HR agenda that aligns with the company’s long-term objectives.

For example, let’s consider a training program initiated by HR to train employees in the operations department. This training program fails if HR doesn’t understand the program’s operations, how it works, the challenges the operations team will face, and what type of skills and training they need for its successful implementation.

The job of the HR business partners is to collaborate with the management to understand their work and requirements. Multiple HR business partners work with different business units in large multinational organizations. After that, they report the progress to a senior human resource business partner who works with the decision-makers for strategic alignment between HR and business objectives.

HR managers are the main data source for senior HR business partners and that’s how they develop a link between management and HR.

Types of Senior HR Business Partners

Senior HR business partners have two main types depending on their roles and responsibilities. Know that the job titles in both types remain the same but job responsibilities are different:

• The most common type of senior human resources business partner is the one with great education and experience. They hold years of experience serving as an HR business partner. Companies prefer hiring an experienced senior human resources business partner since these are experts in the subject matter.
• Large-scale companies hire a senior HRBP to manage HR business partners to streamline the process. Here is an example job posting for this type of senior HRBP: In this case, the demanded person manages other HR business partners and HR professionals.

Large organizations with massive workforces, such as the manufacturing industry use this senior HRBP role. These organizations hire a person who exhibits skills more than a regular HR business partner so they can also manage different HR sections and business units.

Senior HR Business Partner Responsibilities

Gartner identifies 4 key duties that an HR business partner must perform. A senior HR business partner, irrespective of its type, must perform these roles:

• Strategic partner
• Operations manager
• Emergency responder
• Employee mediator

These roles come with great responsibilities and are challenging and complex. This makes the senior HR business partner’s job difficult. Let’s explore these HRBP sub-roles and their responsibilities:

1. Strategic Partner

This role requires a strategic partner to address business challenges and key issues within the organization. They must exhibit a clear understanding of the business units and HR knowledge for developing and implementing the business strategy.

Strategic partnering of business with human resources management is also a key responsibility of the senior HR business partner. Here is a list of duties of a senior HR business partner for this role:

• Understanding the strategic needs of the company
• Tweaking and aligning HR strategy to meet business needs
• Working with business leaders
• Identifying talent needs for different business units and creating an appropriate strategy to meet talent requirements
• Representing business units and senior leaders throughout the organization as their representative
• Focusing on HR performance management processes

Looking for the best certifications to excel in your HR business partner career? View our top certifications and get an enrollment now.

2. Operations Manager

This is a monitoring role where a senior HR business partner acts as an operation manager. HRBPs in this role communicate with the employees and monitor and collaborate with them on their challenges to try to fix them. The following are the key responsibilities of an operations manager:

• Working with operation managers to understand how the business operates
• Understanding and tracking employee behaviors
• Identifying operational challenges faced by employees
• Communicating and collaborating with employees
• Sharing organizational policies and procedures with employees
• Guiding employees on HR initiatives to address their operational issues
• Creating human resources programs that align with business culture and operations
• Collaborating with the human resources team to improve financial outcomes and employee engagement
• Understanding employment laws to maintain the company’s position as an equal opportunity employer

3. Emergency Responder

This is an important role where the senior HR business partner provides immediate solutions to challenges that managers and employees face. This includes dealing with both HR and non-HR severe challenges that demand instant resolution. In case of such emergencies, the associated senior HR business partner is the first responder to contact.

Here are the key duties of an emergency responder:

• Addressing and answering queries of the managers and employees
• Understanding and responding to the immediate needs of managers and employees
• Having a contingency plan of action for emergency
• Preparing managers for all types of complex situations
• Defining SOPs for handling emergency issues
• Creating a long-term strategic solution for these issues so they do not repeat

4. Employee Mediator

Not all the challenges in the workplace are operational or organizational. A majority of employee challenges are conflicts between two or more individuals. The responsibility of the senior HR business partner is to act as an employee mediator to address employee concerns and resolve their conflicts.

Conflicts, whether personal or work-related, impact company culture and performance management processes, and the HRBPs must address them. The main roles and responsibilities of an employee mediator are:

• Working as a mediator to solve conflicts
• Managing and resolving employee and management conflicts
• Understanding employee personalities for better management of the workforce
• Addressing political challenges
• Identifying and fixing negative politics that ruin productivity and damage organizational culture

Qualifications, Experience, & Skills – Senior HR Business Partner Role

Similar to other important HR roles, the qualifications, skills, and work experience are the determining factors of senior HR business partners’ ability to excel in their roles. This section contains preferred qualifications, required work experience, and skills to become a successful senior HR business partner.

Senior HR Business Partner Qualifications

As it is a crucial and high leadership position, senior HR business partners must have impressive education. Here are the preferred qualifications for the senior HR business partner role:

• At least a Bachelor’s degree in human resources, business administration, psychology, or any related field of study with a certification in HRBP. A Master’s degree is also preferable
• Appropriate people management qualifications, such as CIPD Level 5, SHRM-SCP, SHRM-CP, SPHR or PHR

Senior Human Resources Business Partner Experience

Work experience is important for senior HR business partners as they guide and support managers and other staff members by offering people management and development support. Here is how much experience a senior HR business partner must hold:

• Maximum 5 years of experience as an HR business partner
• At least 6 years of relevant experience in human resources in a leadership position, like an HR manager

Senior HR Business Partner Skills

Senior HR business partners must possess a set of skills, such as:

• Excellent written and oral communication skills
• Ability to build solid connections with key stakeholders and influence major decision-makers
• Proficiency in the use of MS Suite
• Strong analytical skills and the ability to think both logically and at the level of detail
• Thorough understanding of the industry and company for working with minimal supervision in a visible role
• Ability to align human resources strategies with business goals to boost organizational success
• Understanding of HR processes, business structure, and industry-related knowledge

Best Tips for New Senior HR Business Partners

Working for all four roles for new senior HR business partners is never easy. They do strategic planning and execution for the human resources department and the organization, in addition to resolving day-to-day employee issues and acting as a mediator. Such diverse roles require some serious planning and skills. Here are some practical tips that will help you in your career development:

1. Get Acquainted with the Organization

After joining a new company as a senior HR business partner, the first thing to do is to familiarize yourself with the organization’s system. This includes business goals, HR functions, hiring process, and workforce plans. The more you know about the company and how it works, the better.

2. Evaluate Strategy and Metrics

Senior HR business partner is a strategic role so try to evaluate and review organizational and HR strategies. Check metrics and handle performance management. Understand company objectives to figure out where the company wants to go. A clear understanding of the strategy and metrics is essential to succeed in this role.

3. Meet More People

The role involves dealing and interacting with people, including business leaders, managers, and employees across all levels. So, keep interacting to understand employee relations, needs, and challenges. This also helps develop training programs for addressing company challenges and enhancing employee engagement.

Conduct early meetings and collaboration with the workforce to identify loopholes, behaviors, and political involvement. This information proves handy in cases of employee mediation.

4. Join Hands with Line Managers

Managers are the most valuable asset for any senior HR business partner as they provide you with firsthand data on operations and challenges. A senior HR business partner lacks this interaction and linkage with the manager. So, surround yourself with managers, allow them to contact you in case of issues, and start understanding how they work.

5. Take Risks

Senior HR business partner jobs require a risk-taking mindset. In your early days, try accepting challenges and taking steps that can lead to a fruitful outcome.

For example, tweaking HR strategy, closing HR programs that aren’t performing well, creating a new system for handling emergencies in operations, and addressing employee conflicts that were unheard of for ages. Look after anything that ruins the alignment between the organization and HR strategy.

Final Remarks

Senior HR business partner is a challenging role mainly because of two reasons. First, it isn’t easy to switch between different roles now and then. One day you are sitting in the board meeting on strategic planning and the next day you are resolving a personal conflict between two employees.

Second, aligning business and HR and bridging the gap between leadership and employees has always been tough. Know that the value a senior HR business partner brings to the table is matchless. If you love challenges, the senior HRBP role is the ideal career choice for you.

The following are the most frequently asked questions and answers about senior human resources business partner:

What is an HR business partner role?

An HR business partner is a human resources professional who integrates the business strategy with people management activities. In contrast to managing day-to-day HR operations, such as talent management, payroll processing, and record management, a human resources business partner focuses on the company’s big picture by building HR strategies and coaching the HR department.

What skills does an HR business partner need?

A human resources business partner must have a set of skills, that include talent acquisition, workforce planning, business acumen, employee relations management, risk management, succession planning, people advocacy, cultural intelligence, change management, and interpersonal communication skills.

What is the difference between an HR business partner and an HR manager?

The human resources business partner focuses on strategic alignment with specific business objectives, whereas an HR manager performs administrative duties, like recruitment and benefits administration. On the whole, HR business partners work with different department managers, while HR managers manage the staff of HR employees.

Is HRBP a senior role?

An HR business partner (HRBP) is a senior HR professional who works with business leaders and the HR team to offer strategic and functional HR leadership and services to assigned units, including the planning and implementation of HR processes, strategies, and policies.

If you are new to human resources and want to get an HR business partner position, feel free to take our Certified HR Business Partner Certification Course , where you will learn techniques to develop your skillset in human resources, build your HRBP network, form an interesting HR business partner CV, and come up with a successful job search plan.

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Human Resources Business Partner (HRBP)

Job description overview.

A Human Resources Business Partner (HRBP) plays a key role in the Human Resources industry. They act as a liaison between the HR department and business leaders within an organization to help create strategies that align with the company's goals. 

The core responsibilities of an HRBP include hiring and training new employees, managing performance reviews, and recommending compensation packages. They also identify workforce trends to develop policies that foster diversity, equity, and inclusion.

HRBPs are knowledgeable in employment laws and regulations and ensure that their company is compliant with all laws. They also create and maintain employee engagement programs and lead initiatives such as onboarding, employee retention, and succession planning.

To succeed in this role, an HRBP should possess strong communication skills, the ability to think strategically, and the ability to handle sensitive and confidential information.

Overall, a Human Resources Business Partner (HRBP) job description focuses on partnering with businesses to tackle HR issues, develop HR policies, and ultimately ensure that the company’s workforce is optimized to achieve its goals.

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Table of contents, job duties and responsibilities.

• Support and advise managers and employees on HR policies and procedures
• Analyze and solve employee relations issues, including conflicts and complaints
• Collaborate with management to develop and implement HR strategies
• Provide guidance on workforce planning, recruitment, and talent development
• Facilitate performance management processes, including goal setting and evaluations
• Ensure compliance with local and national employment laws and regulations
• Gather and analyze HR data to identify trends and recommend solutions
• Serve as a liaison between HR department and business units
• Conduct employee training on HR-related topics as needed
• Manage HR projects and initiatives as assigned

Experience and Education Requirements

To become a Human Resources Business Partner (HRBP), you typically need a mix of education and experience. Some companies may require a Bachelor's degree in Human Resources, Business Administration, or a related field. If you don't have that degree, they may consider work experience in a relevant field as a substitute. 

Once you have the degree or experience, you'll need several years of work experience in Human Resources. This might include working as a recruiter, HR generalist, or employee relations specialist. You'll need to show that you have experience in areas like designing and implementing HR policies and procedures, performance management, and employee engagement.

Aside from the educational and experiential requirements, you'll need a variety of skills to be successful in this role. These might include excellent communication and interpersonal skills, ability to work independently, analytical and problem-solving skills, and attention to detail. Successful HRBPs often thrive in environments that require change management and innovation.

Salary Range

As an HRBP, you can expect a healthy salary in the Human Resources industry. In the United States, the average salary range for an HRBP is between $65,000 to $125,000 per year, depending on the level of experience and location. Companies located in urban areas tend to offer higher salaries than those in rural areas. 

In Canada, an HRBP can expect to earn between C$70,000 to C$110,000 per year on average. In the United Kingdom, the average salary for an HRBP is around £50,000 per year.

• Glassdoor: https://www.glassdoor.com/Salaries/human-resources-business-partner-salary-SRCH_KO0,32.htm
• Payscale: https://www.payscale.com/research/US/Job=Human Resources Business_Partner/Salary
• Indeed: https://www.indeed.com/salaries/human-resources-business-partner-Salaries

Career Outlook

Human Resources Business Partner (HRBP) is a promising career in the Human Resources industry. The demand for HRBPs is expected to increase over the next five years, as companies recognize the importance of having a strategic HR leader on their team. According to the Bureau of Labor Statistics, employment of HR managers is projected to grow 6 percent from 2019 to 2029, faster than the average for all occupations.

As companies continue to focus on employee retention and engagement, HRBPs will be essential in creating and implementing policies that promote a positive company culture. HRBPs also play a crucial role in recruiting, onboarding, and employee development. With the rise of remote work, HRBPs will also need to adapt to managing a distributed workforce.

Overall, the career outlook for HRBPs is optimistic, with a growing demand for their strategic HR expertise. As businesses navigate the post-pandemic world, HRBPs will play an essential role in shaping the future of work.

Frequently Asked Questions (FAQ)

Q: What does a Human Resources Business Partner (HRBP) do?

A: A HRBP provides guidance and support to managers and employees on HR issues such as recruitment, compensation, employee relations, and organizational development.

Q: What qualifications are required to become an HRBP?

A: A bachelor's degree in HR or a related field, experience in HR as a generalist, and excellent communication, problem-solving, and analytical skills are typically required.

Q: How does an HRBP help a company meet its goals?

A: An HRBP collaborates with other departments to develop a talent strategy that aligns with the company's goals by identifying key skills needed, recruiting top talent, and developing and retaining employees.

Q: How does an HRBP handle employee relations issues?

A: A HRBP handles employee relations issues by investigating complaints, providing conflict resolution training, and developing policies that align with the company's values and culture.

Q: What are some common challenges faced by HRBPs?

A: Balancing the needs of employees with the needs of the company, staying up-to-date on employment laws and regulations, and managing the expectations of managers and employees are common challenges faced by HRBPs.

Human Resources

Job descriptions:, human resources information systems specialist, human resources director ii, employee benefits specialist, human resources assistant ii, recruitment specialist.

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Embracing Gen AI at Work

• H. James Wilson
• Paul R. Daugherty

The skills you need to succeed in the era of large language models

Today artificial intelligence can be harnessed by nearly anyone, using commands in everyday language instead of code. Soon it will transform more than 40% of all work activity, according to the authors’ research. In this new era of collaboration between humans and machines, the ability to leverage AI effectively will be critical to your professional success.

This article describes the three kinds of “fusion skills” you need to get the best results from gen AI. Intelligent interrogation involves instructing large language models to perform in ways that generate better outcomes—by, say, breaking processes down into steps or visualizing multiple potential paths to a solution. Judgment integration is about incorporating expert and ethical human discernment to make AI’s output more trustworthy, reliable, and accurate. It entails augmenting a model’s training sources with authoritative knowledge bases when necessary, keeping biases out of prompts, ensuring the privacy of any data used by the models, and scrutinizing suspect output. With reciprocal apprenticing, you tailor gen AI to your company’s specific business context by including rich organizational data and know-how into the commands you give it. As you become better at doing that, you yourself learn how to train the AI to tackle more-sophisticated challenges.

The AI revolution is already here. Learning these three skills will prepare you to thrive in it.

Generative artificial intelligence is expected to radically transform all kinds of jobs over the next few years. No longer the exclusive purview of technologists, AI can now be put to work by nearly anyone, using commands in everyday language instead of code. According to our research, most business functions and more than 40% of all U.S. work activity can be augmented, automated, or reinvented with gen AI. The changes are expected to have the largest impact on the legal, banking, insurance, and capital-market sectors—followed by retail, travel, health, and energy.

• H. James Wilson is the global managing director of technology research and thought leadership at Accenture Research. He is the coauthor, with Paul R. Daugherty, of Human + Machine: Reimagining Work in the Age of AI, New and Expanded Edition (HBR Press, 2024). hjameswilson
• Paul R. Daugherty is Accenture’s chief technology and innovation officer. He is the coauthor, with H. James Wilson, of Human + Machine: Reimagining Work in the Age of AI, New and Expanded Edition (HBR Press, 2024). pauldaugh

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