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Natalia
Dernowska-Zaczyk, PhD

I develop HR Business Partnering that supports managers and drives business results

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What Is This Guide About?

Managing people is today one of the most difficult areas of a manager’s work and, at the same time, one whose complexity is often underestimated. Many of us take on a managerial role thanks to very strong subject-matter results in sales, finance, production, technology, or customer service, only to become responsible almost overnight for tasks of an entirely different kind.

Throughout this book I consistently treat the manager and HR as two sides of one team. Each chapter presents specific managerial situations and shows how cooperation with the People function, with particular emphasis on the role of the HR Business Partner, helps to resolve them more efficiently, at lower cost, and with less risk.

pages of practical knowledge and concrete guidance

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pages of practical knowledge and concrete guidance

ready-to-use tips for managers

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ready-to-use tips for managers

questions for managerial reflection

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questions for managerial reflection

chapters arranged step by step in 3 parts

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chapters arranged step by step in 3 parts

models of cooperation between HR Business Partners and managers

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models of cooperation between HR Business Partners and managers

What Is This Guide About?

Who is this book for?

It is a guide for boards, managers and everyone in HR who wants to build effective cooperation with the business.

  • For boards, business owners and CEOs who want HR to genuinely support business goals and are considering implementing or developing the HR Business Partner role.
  • For managers at every level who want to manage teams more consciously and use cooperation with HR in everyday leadership.
  • For everyone in HR – HR Business Partners, specialists and HR leaders – who wants to build a stronger, more practical partnership with the business.

What will you gain?

  • You will gain a shared language for HR and business, based on common goals instead of two separate worlds.
  • You will learn to read HR indicators as early signals of future business results.
  • You will understand how to design and assess team or organisational structure so it supports business goals.
  • You will lead your team or organisation through change more effectively.
  • You will consciously take care of key HR processes: recruitment, onboarding, development, performance review, compensation and responsible exits.
  • You will receive ready-to-use tips, questions and tools you can apply immediately.
  • You will better understand the other side: managers will learn to read HR, and HR will learn to speak the language of business.
  • You will make better people decisions based on facts and data.

Table of Contents

What Will You Find Inside?

Introduction

Why a manager and HR are two sides of one team, not separate worlds. The introduction shows how to read this book and how to start building partnership with an HR Business Partner from the very first conversation.

Chapter 1

The Place of HR in a Manager's Work

How HR activities translate into financial results and the profit and loss account, how they affect turnover and team motivation, and what distinguishes managing a process from managing people within that process.

Chapter 2

Who Designs Team Structure and How?

Why team structure has such a strong impact on effectiveness, how to recognise signals that it has stopped working, and how to design it with HR so it supports business goals.

Chapter 3

Business Change Management and HR BP Support

How people react to change, why it creates resistance, what types and stages of change appear in practice, and how to plan communication so change is truly adopted.

Chapter 4

How Do HR Processes Affect Your Results?

A guide to HR processes seen through a manager’s eyes, from attracting candidates, recruitment and onboarding to development, performance review, promotions, compensation, HR analytics, internal communication and responsible exits.

Chapter 5

Everyday Challenges in Team Management

Difficult situations that cannot be fully planned: people risks, awareness of potential workplace bullying, conflict resolution, managing hybrid and distributed teams, and sensible use of artificial intelligence in team work.

Chapter 6

HR as a Cross-Functional Function

Why most HR processes work only when the manager actively participates in them, and how to read the HR structure so you know what to expect and from whom.

Chapter 7

How HR Works and Who to Work With on Specific Topics

Who is responsible for what in the people function and whom to contact in specific matters. The chapter describes HR roles and models of cooperation between an HR Business Partner and managers.

Chapter 8

Why Do You Need an HR Business Partner?

What a good HR Business Partner brings to everyday management, why their priorities matter to you as well, and how to implement HR Business Partnering in an organisation.

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Reader Reviews

The book is a valuable guide both for HR Business Partners and for managers in operational areas such as production, quality, logistics, maintenance and other business functions. It helps both sides begin a dialogue in the same language. Operational managers can better understand the HR BP role and see HR as a partner supporting business goals, while HR BPs gain deeper insight into how operational organisations work and what challenges their leaders face.
Marek Ploski

Marek Ploski

RESRG Automotive Director, CEO of SRG Global Boleslawiec
The book is a valuable guide both for HR Business Partners and for managers in operational areas such as production, quality, logistics, maintenance and other business functions. It helps both sides begin a dialogue in the same language. Operational managers can better understand the HR BP role and see HR as a partner supporting business goals, while HR BPs gain deeper insight into how operational organisations work and what challenges their leaders face.
Marek Ploski

Marek Ploski

RESRG Automotive Director, CEO of SRG Global Boleslawiec
When you become a manager, you have an idea of what you will expect from your team. Yet no one explains what you can expect from your HR Business Partner. Natalia translates HR into the language of business and shows that turnover, engagement, structure and conflict are not soft topics, but early signals of future results, costs and risks. This is a book for managers who are looking for better decisions, not excuses.
Lukasz Dawidowicz

Lukasz Dawidowicz

VP Site Head / Factory Director, Orifarm Manufacturing Poland Sp. z o.o.
When you become a manager, you have an idea of what you will expect from your team. Yet no one explains what you can expect from your HR Business Partner. Natalia translates HR into the language of business and shows that turnover, engagement, structure and conflict are not soft topics, but early signals of future results, costs and risks. This is a book for managers who are looking for better decisions, not excuses.
Lukasz Dawidowicz

Lukasz Dawidowicz

VP Site Head / Factory Director, Orifarm Manufacturing Poland Sp. z o.o.
The book feels extremely relevant in the context of current challenges in our country and region. To avoid the middle-development trap, we need to care for the growth, retention and motivation of our best talent. The book offers many directions and practical solutions. Its direct style speaks to the reader, shows possible actions and explains how to move forward. For an operational manager, it is a valuable pause from the daily chase for results.
Krzysztof Serwatka

Krzysztof Serwatka

Director of International Production Management, Robert BOSCH GmbH
The book feels extremely relevant in the context of current challenges in our country and region. To avoid the middle-development trap, we need to care for the growth, retention and motivation of our best talent. The book offers many directions and practical solutions. Its direct style speaks to the reader, shows possible actions and explains how to move forward. For an operational manager, it is a valuable pause from the daily chase for results.
Krzysztof Serwatka

Krzysztof Serwatka

Director of International Production Management, Robert BOSCH GmbH
One of the greatest harms we can do to an excellent specialist is to promote them into a team management role without proper preparation. This is still a common challenge in many companies. The book fills an important gap by translating HR indicators and processes into business language, where conversations about people become an integral part of managing team performance. It should be on a manager's desk before taking responsibility for a team.
Piotr Palikowski

Piotr Palikowski

President of the HR Practitioners Association
One of the greatest harms we can do to an excellent specialist is to promote them into a team management role without proper preparation. This is still a common challenge in many companies. The book fills an important gap by translating HR indicators and processes into business language, where conversations about people become an integral part of managing team performance. It should be on a manager's desk before taking responsibility for a team.
Piotr Palikowski

Piotr Palikowski

President of the HR Practitioners Association
The book answers many practical questions leaders face every day. It can be an excellent addition to leadership academies and an inspiration for HR teams to broaden manager education with elements of organisational design and conscious team management. It is also valuable reading for HR specialists, both those beginning their professional path and experienced practitioners.
Anna Kaminska

Anna Kaminska

Country HR Head of Poland, Fresenius Kabi Polska
The book answers many practical questions leaders face every day. It can be an excellent addition to leadership academies and an inspiration for HR teams to broaden manager education with elements of organisational design and conscious team management. It is also valuable reading for HR specialists, both those beginning their professional path and experienced practitioners.
Anna Kaminska

Anna Kaminska

Country HR Head of Poland, Fresenius Kabi Polska
The best HR Business Partners do not take responsibility for people away from managers. They help managers make better decisions. This is exactly what this book is about. I recommend it to managers beginning their leadership path and to people who have so far seen HR mainly through administrative processes. Experienced leaders will also organise their thinking about cooperation with HR and responsibility for people management.
Joanna Golenia

Joanna Golenia

HR Director, Leroy Merlin Polska
The best HR Business Partners do not take responsibility for people away from managers. They help managers make better decisions. This is exactly what this book is about. I recommend it to managers beginning their leadership path and to people who have so far seen HR mainly through administrative processes. Experienced leaders will also organise their thinking about cooperation with HR and responsibility for people management.
Joanna Golenia

Joanna Golenia

HR Director, Leroy Merlin Polska

Frequently Asked Questions

Who is this book for?

For managers at every level, boards, business owners and HR practitioners. It does not require specialist HR knowledge because it is written from the perspective of a person managing a team.

<strong>Frequently</strong> Asked Questions

Natalia Dernowska-Zaczyk, PhD

An experienced HR manager and PhD in management sciences, specialising for years in building effective and strategic HR Business Partnering and developing partnership between HR and managers.

As CEO at the HR Practitioners Association, she creates standards for modern HR and business partnership. She combines practical experience with academic work, researching the role and competencies of HR Business Partners and how they translate into everyday cooperation with managers.

She helps HR teams connect their actions more closely with business goals, and helps managers read people data and processes more consciously so they can use HR support fully in team management.

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natalia@doktorhrbp.pl