What is BRM Explorers Club
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With over 8000 members, the BRM Explorers Club is a free membership with limited benefits, where those thinking of joining the Institute can read our monthly publications, attend our webinars, and stay up-to-date in the BRM space.
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November 2014
Vol. 1, No. 113
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BRMs Developing BRMs™ Mentoring
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BRMI's New Program Strengthens Business Relationship Capability
Business Relationship Management Institute (BRMI) is proud to announce BRMs Developing BRMs, a BRM leadership development program available exclusively for BRMI members.
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Launching first is Mentoring, an exciting new peer-to-peer professional development program designed to help BRMI members improve their leadership and professional skills. The benefits of the program will extend far beyond the individual participants' careers by providing a solid foundation for positive transformations in their work teams and organizations.
"We believe that mentoring is one of the most effective ways for business relationship managers to improve their skills," says program Chair Monica Graham, "This is a unique opportunity for experienced BRMs to mentor their peers, while perfecting the mentors' own skills and contributing back to the industry and BRM community."
The program is available exclusively to BRMI members and is structured in five phases, beginning with a mentor-mentee assignment designed to provide maximum value to both parties.
If you would like to become a mentor or a mentee, please complete this short survey.
We'd also like to thank Monica Graham, an expert BRM practitioner and passionate BRMI volunteer leader from Australia, for her leadership and efforts in conceiving of and implementing the Mentoring program, bringing the added benefit to BRMI members, and ongoing management of the program.
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The Social Media Voice of BRMI
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Meet Kayla Barnes, the social media voice of BRMI!
BRMI: What do you love most about being the "social media voice of BRMI?"
Kayla: I love crafting the updates! Finding ways to use the most effective words and arranging them in the perfect way is my favorite part of the job.
BRMI: What is your favorite social channel, and why?
Kayla: I <3 Twitter. I love hashtags, the dynamics, and just the overall vibe of the Twitter community.
BRMI: What really stands out about the BRMI community for you?
Kayla: The kind, neighborly feeling the BRMI community exhibits would have to be what stands out for me the most. I love the feeling of comradery amongst peers and their willingness to share knowledge, offer advice, and help each other.
BRMI: How do you come up with or find content for BRMI's social channels?
Kayla: I create our updates by curating content. This includes discovering and vetting content from BRMI co-founders and colleagues and from articles, blog posts, videos, photos, tweets, etc. posted by others within the field.
BRMI: What do you do in your free time when you're not the "social voice of BRMI?"
Kayla: I am a WAHM (work at home mom) of three little girls (ages 5, 3, and 15 months) and a Navy wife. I don't have free time! But I do make time for the gym five days a week. I am a lover of all things fitness, and I find great accomplishment and thrill by pushing myself in the weight room.
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Events
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BRMI Webinars
*Please note that these events or course listings are hosted by the sponsor, and not BRMI.
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Implementing a BRM Organizational Capability
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Implementing a business relationship management (BRM) organizational capability provides a model of the key elements that should be considered when planning a BRM deployment.
The implementation of the BRM role and organizational capability is challenging and will fail if unplanned. Many organizations view BRM implementation as simply defining a new role and placing one or more individuals in that role. But BRM should be approached as an organizational capability. The successful implementation of that capability requires an understanding of the critical success factors and key elements that must be part of the implementation planning.
A capability is everything it takes, both visible and behind the scenes, that makes producing a good or providing a service possible. This includes having people with the right competencies to play the roles required by defined processes, and armed with useful techniques and tools, all backed by management systems that create incentives for performance and improvement. Building a BRM organizational capability goes well beyond just defining the BRM role and placing individuals in that role.
The model for implementing a BRM organizational capability
� 2013 Omega Point Consulting, L.L.C. - reprinted with permission
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December Webinar
HR Strategy at the Speed of Change
with Jim Scully
December 12, 2014
11:00 a.m. EDT
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This 60-minute webinar with Jim Scully, President of HR Shared Services Institute, looks at how to provide strategic HR support in the face of change. The traditional HR strategy model is not working. How does the strategic HR business partner function in this new world?
The HR Shared Services Institute surveyed HR Business Partners from a range of organizations. Join us to share and analyze the findings and insights from this study and hear Jim Scully, HRSSI's founder, share practices and perspectives in HR transformation.
Agenda:
- The changing environment for HR strategy
- HR Strategy Strategies survey findings
- Perspectives from client consulting engagements
>>Register now
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Please participate in the HRSSI HR Transformation Journey Survey
HR Shared Services Institute (HRSSI) is conducting a landmark survey to explore to what extent the 'HR Transformation' trend has translated into the ultimate goal of transforming the role of HR?
This survey focuses on transformation-enabling initiatives and the role of the HR Business Partner (HRBP), but the survey is open to anyone in the HR function.
>>Take the survey now
The deadline for the survey is Wednesday, November 26, 2014, and should take about 15 minutes to complete. The survey will be discussed during the December webinar.
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Ask An Expert Extracted from the BRMI Member's Online Campus
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Question:
We tried to establish a BRM capability, but it did not stick. Role clarity was lacking and workload demands soon had the BRMs stuck back in their day jobs. We are convinced of the value of the BRM role, but want to make sure we are successful this time. Any advice?
Our Expert Says:
Role Clarity
Role clarity is a key issue, with all sorts of subtleties. The BRM role itself must be clearly positioned and with regard to other key provider roles. It must also be defined in the broader context of the IT operating model, and roles clearly positioned, differentiated and linked through methods such as interaction models, use cases, swim lane diagrams, and so on.
Business Demand and Supply Maturity
The readiness for the BRM role is very much a function of business demand maturity. If that is very low, the BRM may be pushing uphill to a higher degree than is sustainable.
Also, the style of the BRM role is a function of supply maturity. If that is too low, the BRM is going to have to field all sorts of operational questions and issues. Once they do that, it's very hard for them to reposition themselves as a strategic partner.
And finally, the form of business relationship is again a function of business demand maturity and how well that demonstrates a willingness to invest time, focus, energy and investment capital and has the ability to convert those investments into demonstrated value.
BRM-Business Alignment
Another issue is how to align BRMs with business units. These are typically aligned by geographic region, line of business, major function, major business, or a mix of some or all of the above!
Many companies today are in a transition from a functional model to a process-based model. This can make life very complex for the BRM role-sometimes resulting in both functional and process-facing BRMs cooperating in a matrix managed approach.
If you are a member, you can check out BRM Collaboration (log-in required) to access the Ask an Expert space. Not a member? Become one now, and ask your own question of our experts!
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