What is HR Business Partnering?
This comprehensive guide is designed to provide an in-depth understanding of HR business partnering – a strategic approach that aligns HR functions with business goals to drive organisational success.
Here, you will explore the history, key functions, necessary skills, and the measurable positive impact HR business partnering can have on your organisation. Whether you are an HR professional or a business leader, this guide offers valuable insights and practical strategies to enhance your HR practices and achieve long-term growth.
The term’ HR Business Partnering’ is beneficial because it describes what HR must do in today’s organisations – partner with the business. The partners are i) HR and ii) their stakeholders or client groups in ‘the business’, e.g., sales teams, operations, manufacturing units, R&D, etc. Let’s look at those two terms individually.
Partnering with ‘the Business’
The ‘business’ in business partnering is about creating value for all stakeholders – growth, profit, efficiency, etc. Teams in ‘the business’ tend to be accountable for delivering tangible results, e.g. sales, customer satisfaction, production goals, and profit. These teams drive the core functions that keep the organisation competitive and successful.
HR (and other service functions like IT and Finance) must be aligned with the organisation’s goals and priorities to partner effectively. This alignment ensures that all parts of the organisation work towards the same objectives, creating a cohesive strategy.
To achieve this, HR must immerse themselves in business operations and understand their client groups’ challenges and opportunities. They have to learn about each client group’s ‘business’ (which can also apply to public sector organisations) to add value to them.
This deep understanding of what drives success for their stakeholders allows HR to provide relevant and impactful support – whether it’s through talent management, employee engagement strategies, or organisational development initiatives. By doing so, HR can help drive performance and contribute to the organisation’s overall success.
To challenge and inspire your HR team to get closer to their client groups, see our How to be a Business Ally workshop
Partnering
The ‘partnering’ in business partnering indicates an equal relationship, where each brings something of value to the other. Achieving true partnering is essential in today’s organisations as they need to move away from old hierarchical structures where people work in silos. In the past, these silos often led to communication breakdowns, inefficiencies, and a lack of innovation. By fostering a culture of partnership, organisations can encourage collaboration and agility, which are essential in the rapidly changing business environment.
However, transitioning to this model can be challenging. It requires developing new skills and behaviours, such as emotional intelligence, effective communication, and conflict resolution. Additionally, it demands confidence to build robust and trusting relationships. These relationships are the foundation of successful business partnering, enabling open dialogue, mutual respect, and shared goals.
Read More on “What is Business Partnering”
What is an example of good Business Partnering?
To understand good business partnering, let’s take one scenario in a manufacturing company.
The Production Manager, Sam, runs three busy shifts and has targets for production, efficiency, and quality. These targets are critical to the company’s success, impacting overall productivity and profitability.
Kim is the HRBP for this company’s Production facilities, and Sam is an important stakeholder. Kim and HR have targets focused on retention and engagement. However, research tells us that the main factor in retention and engagement is the capability of the line manager. Therefore, Kim has to achieve results by influencing Sam and helping them to manage their people well. This involves understanding Sam’s operational challenges and offering strategic advice and support tailored to those needs.
Kim (HRBP) knows that recent engagement survey found that the scores in Sam’s area are lower than they should be. This indicates underlying issues that must be addressed to improve team morale and productivity.
Sam’s night shift member comes into Kim’s office with a resignation letter, and Kim asks them why they are leaving. Their reasons for leaving mirror the data in the engagement survey, highlighting concerns that may also affect other team members. This provides Kim with a clear picture of the issues and an opportunity to address them.
Kim has the opportunity to help Sam to learn from this situation using:
- The engagement survey data and anecdotal data from the leaver combine quantitative and qualitative data to provide a comprehensive understanding of the problem.
- Financial data about the impact of losing a key person, including how long it will take to fill a night shift vacancy with a quality candidate and how long it takes to get them up to speed. Kim can highlight the cost implications, reinforcing the importance of addressing the root causes of the issue.
- Kim’s knowledge of the business and the impact of losing critical skills on production and quality, as well as the operational implications, helps HR to formulate effective strategies to mitigate risks.
- Because of the relationship that they have built with Sam, Kim knows how much hassle and disappointment this will create for Sam. This relational insight enables Kim to approach the situation with empathy and support.
In this way, a good HRBP can combine their professional HR expertise, financial and business acumen and established relationships to create a solution that will add value. By leveraging these diverse aspects, Kim can provide holistic support that addresses immediate concerns while contributing to long-term improvements.
There are often two-time dimensions to the work that a good HRBP will do:
- In the short term, do everything possible to find a replacement quickly, ensuring minimal disruption to the production process and maintaining operational efficiency.
- To create value for the longer term, they will take the opportunity to coach Sam and help them avoid a repetition of the ‘regrettable leaver’, improve their management skills, and achieve higher engagement, which will result in people feeling more valued and motivated.
This proactive approach addresses current issues and builds a foundation for sustained improvement in team dynamics and performance.
Build your strength as a HR Business Partner
How to help the HR Business Partner to be successful
HR business partnering is more than a role—it’s an attitude, an ambition, and a driving force to elevate HR operations. It transforms HR’s interactions with stakeholders, enhancing what HR can deliver and how it’s perceived.
A good HRBP can effectively bridge the gap between business reality and HR’s resources, but this requires proactive leadership from the CHRO. Business partnering must be led from the top, with a clear business rationale. How will it work as a strategic principle and an operational relationship?
Let’s start with the big picture ‘why’ and then return to the operational implications and the daily life of the HRBP. More than a job title change, this restructuring into the business partnering model must contribute to strategic goals. All senior leaders must understand the rationale. As Asad Husain, 4x CHRO in leading global organisations, states, “It has to be more than the CHRO saying ‘I want this model’ – there has to be a business rationale.”
Business partnering is part of a strategic rethink on how HR can add more value. Context is key.
- What else is changing?
- Is this part of an organisational transformation?
- Do HR systems and processes support a client-driven approach?
- Is HR aligned strategically with business goals?
Expecting more from HR professionals without setting them up for success is unfair and ineffective.
The relationship between the CHRO and the CEO is crucial. This dynamic affects every level, down to the HRBP, who needs support from leadership across the organisation. As Asad Husain points out, “The size of the company doesn’t matter.”
HRBPs must convey this to their stakeholders with a clear strategic rationale. The benefits may not be obvious to them, and they may even perceive a downside. For example, the implication of moving from an HR Advisor or HR Consultant role into partnering is that it’s necessary to push back from taking on the work that the line manager should do themselves, e.g. manage performance issues. It means that line managers must become more self-sufficient in some areas, freeing up time for the HRBP’s more strategic work. The line manager might see this as unhelpful, and so the HRBP needs to explain the bigger picture and the benefit that will arise once they make it work.
Line managers can feel frustrated when things are not handled well, leading to complaints to their boss; ‘my HRBP isn’t as helpful as they used to be’. The way these complaints are managed at higher levels is critical. Effective business partnering hinges on business leaders reinforcing the strategic rationale behind HRBP decisions.
The rewards come when operational outcomes realise the strategic vision. This principle applies across all organisational levels and functions. As Asad Husain emphasises, effective leadership and performance management are crucial: “The CHRO has to lead the entire company.”
Strategic business partnering demands strategic support to deliver strategic value. Good HR professionals always strive to understand the business, elevate conversations, and coach line managers. True partnering requires top-down commitment, and a well-articulated business case shared across the organisation.
Business + HR Strategic Alignment
The history of HR Business Partnering
HR business partnering has evolved significantly over the past few decades, reflecting broader changes in organisational structures and HR’s role within companies. Initially, HR was primarily seen as an administrative function focused on payroll, compliance, and employee records. This traditional model positioned HR as a back-office function with limited involvement in the strategic direction of the business.
In the 1980s and 1990s, a shift began as companies recognised the need for HR to play a more strategic role. The rise of the knowledge economy and the increasing importance of human capital drove organisations to reconsider how HR could contribute to business success. HR business partnering emerged during this time, advocating for HR professionals to work closely with business units and leaders to align HR strategies with business goals.
The transformation gained momentum in the late 1990s and early 2000s, influenced by thought leaders like Dave Ulrich. Ulrich’s HR operating model, introduced in his 1997 book “Human Resource Champions,” proposed a new framework for HR, including the role of the HR business partner. According to Ulrich, HR should be organised into three key areas: shared services, centres of expertise, and business partners. This model aimed to make HR more strategic, efficient and aligned with the business.
As organisations adopted this model, the role of the HR business partner evolved further. HRBPs were expected to move beyond administrative tasks to become strategic advisors, working closely with business leaders to drive organisational performance. This shift required HRBPs to develop a deeper understanding of the business, acquire new data analysis and strategic planning skills, and build strong relationships with their stakeholders.
In the past decade, the role of the HR business partner has continued to evolve, driven by technological advancements and changing workforce dynamics. The rise of HR analytics and data-driven decision-making has further enhanced the strategic potential of HRBPs. Today, effective HR business partnering involves:
- Leveraging data insights to inform talent strategies.
- Fostering a culture of continuous improvement in partnering.
- Ensuring that HR initiatives are closely aligned with the overall business strategy.
The history of HR business partnering reflects a broader trend towards recognising the strategic value of HR in driving business success. As organisations continue to navigate complex and rapidly changing environments, the role of the HR business partner will likely continue to evolve, becoming even more integral to achieving organisational goals.
“People are our customers’ greatest asset”, Dave Ulrich
What are the functions of HR Business Partners?
HR Business Partners (HRBPs) are integral to aligning HR outcomes with business needs and bridging HR and various business units. Their functions extend beyond traditional HR tasks, encompassing strategic and operational responsibilities that drive organisational success.
In their role, HRBPs work closely with business units to identify talent needs, develop succession plans, and implement talent development programs, ensuring the organisation has the right people in the right roles to meet current and future objectives. This strategic approach to talent management seamlessly integrates with their involvement in organisational development and change management, where they design and implement strategies that foster a culture of continuous improvement, innovation, and agility.
By understanding the unique challenges and opportunities within each business unit, HRBPs develop tailored engagement strategies to improve employee satisfaction and retention. They address issues proactively to maintain a productive workforce, which complements their efforts in supporting line managers with effective performance management systems. Through coaching and guidance, HRBPs ensure that performance appraisals are fair, constructive, and aligned with business goals.
Moreover, HRBPs contribute significantly to strategic planning by providing insights into workforce capabilities and potential. This ensures that HR strategies are integrated into the overall business plan, supporting long-term organisational goals and creating a cohesive approach that ties all their responsibilities together.
HR leaders want to re-focus their team around business priorities
Why evolve your business to include HR Business Partnering?
ROI of HR business partnering
The Return on Investment (ROI) of HR business partnering is a critical consideration for organisations aiming to enhance their strategic capabilities and achieve sustained business success. By embedding HR professionals within business units, companies can realise significant benefits extending beyond traditional HR metrics, ultimately contributing to improved organisational performance.
Enhanced talent management
One of the primary ROI drivers of HR business partnering is improving talent management. HRBPs work closely with business leaders to identify talent needs, develop tailored development programs, and implement effective succession planning. This proactive approach ensures the organisation has a robust pipeline of skilled employees ready to meet future challenges, reducing the costs and disruptions associated with talent shortages and turnover.
Increased employee engagement and retention
HR business partnering fosters a deeper understanding of employee needs and concerns, enabling the development of targeted engagement strategies. Engaged employees are more productive, less likely to leave the organisation, and contribute to a positive workplace culture. By reducing turnover rates and the associated recruitment and training costs, HRBPs deliver substantial cost savings and enhance overall workforce stability.
Improved performance management
Effective performance management is another area where HR business partnering delivers strong ROI. HRBPs support line managers in setting clear performance expectations, providing constructive feedback, and addressing performance issues promptly. This leads to higher employee performance, better alignment with organisational goals, and improved operational efficiency. Enhanced performance management practices also contribute to a culture of accountability and continuous improvement.
Strategic decision-making
HRBPs bring valuable insights into workforce capabilities and potential, informing strategic decision-making at the highest levels. By leveraging data and analytics, HRBPs can provide evidence-based recommendations on talent strategies, organisational development, and change management initiatives. This strategic alignment ensures that HR initiatives directly support business objectives, driving growth and profitability.
Cost efficiency
Integrating HRBPs into business units can lead to significant cost efficiencies. By addressing issues proactively and implementing preventative measures, HRBPs help minimise costly disruptions and reduce the need for reactive problem-solving. Additionally, HRBPs can identify and eliminate inefficiencies in HR processes, streamlining operations and reducing administrative overhead.
Enhanced adaptability and innovation
As a business environment changes, adapting and innovating is crucial. HR business partnering fosters a culture of agility by promoting continuous learning, encouraging cross-functional collaboration, and supporting change management efforts. This adaptability helps organisations stay competitive and respond effectively to market shifts and emerging opportunities.
Stronger leadership and management
HRBPs are crucial in developing organisational leadership capabilities. By coaching and mentoring managers, HRBPs help to build a strong leadership pipeline and enhance the overall quality of management. Influential leaders are critical to driving organisational success, as they inspire and motivate employees, navigate challenges, and execute strategic initiatives effectively.
Maintaining strategic alignment with HR goals
While there are many benefits to having the HRBP close to the business, it is also vital that they stay close to their colleagues in HR. One risk within the 3-legged HR operating model is that the 3 teams become separate and do not fully support each other. Operating as One HR Team delivers more impact for HR as well as for the business.
The ROI of HR business partnering is multifaceted, encompassing improved talent management, increased employee engagement and retention, enhanced performance management, strategic decision-making, cost efficiency, adaptability, and stronger leadership. By integrating HRBPs into business units, organisations can realise these benefits, positioning themselves for long-term success in an increasingly competitive
and dynamic environment.
How do you improve HR’s impact on the bottom line?
What outcomes do you want from HR Business Partnering?
HR business partnering aims to closely align HR functions with business objectives, driving value and supporting organisational success. The key desired outcomes include:
- Ensuring HR strategies align with business goals to support long-term objectives
- Implementing robust talent management practices, including identifying needs, developing programs, and maintaining a strong leadership pipeline.
- Increasing job satisfaction and loyalty through targeted engagement strategies, resulting in higher productivity and lower turnover.
- Supporting managers in setting clear expectations, providing feedback, and addressing performance issues to improve employee performance and alignment with goals.
- Leveraging analytics to inform strategic HR and business decisions, ensuring targeted and impactful initiatives.
- Through proactive issue resolution and streamlined processes, HR can reduce operational inefficiencies and minimise costs related to turnover, recruitment, and training.
- Fostering a culture of continuous learning and adaptability to respond to market changes and opportunities quickly.
- Developing leadership capabilities through mentoring and coaching, enhancing management effectiveness and organisational success.
- Embedding values and practices that support a healthy, inclusive, and high-performing workplace, driving overall business performance.
These outcomes collectively enhance organisational performance, competitiveness, and long-term success in a dynamic business environment.
How clear are you about what the business needs from HR?
How do you evolve your HRBP team?
Evolving your HRBP team involves continuous development and strategic alignment. Start by investing in comprehensive training programs that enhance skills in using people data, strategic planning, and effective communication. Encourage HRBPs to build strong relationships with business leaders, fostering collaboration and trust. Regularly review and update the team’s roles and responsibilities to ensure alignment with business goals. Additionally, create a culture of continuous improvement by promoting adaptability and innovation, ensuring your HRBP team remains agile and responsive to organisational needs.
Develop your HR Talent with Enable-HR International
How do HRBPs influence senior leaders?
HRBPs hold a unique position that enables them to influence senior leaders and significantly drive organisational success. By leveraging their deep understanding of HR and business needs, HRBPs bridge the gap between strategic goals and workforce capabilities.
HRBPs influence senior leaders through data-driven insights, presenting clear, evidence-based recommendations that align with the organisation’s objectives. By interpreting workforce analytics and trends, HRBPs provide compelling narratives that highlight HR initiatives’ impact on business performance.
Moreover, HRBPs build strong, trust-based relationships with senior leaders by demonstrating a genuine understanding of their challenges and priorities. They engage in meaningful conversations and ask probing questions that challenge assumptions and encourage innovative thinking. This partnership fosters a collaborative environment where HRBPs and senior leaders work together to solve complex problems and seize new opportunities.
Ultimately, HRBPs’ influence lies in their ability to align HR strategies with business goals, advocate for necessary changes, and inspire confidence in their leadership through consistent, strategic contributions. Their role is to support the business and shape its future, guiding senior leaders towards decisions that drive long-term success and organisational growth.
How do you influence senior leaders?
What skills do HRBPs need?
Strategic HR business partnering demands distinct skills and competencies that align with HR’s evolving role in organisations. HRBPs who excel in this role bring a strategic mindset, strong analytical abilities, and excellent interpersonal skills.
Strategic thinking and business acumen
HRBPs must think holistically about the business’s strategy and align HR initiatives with organisational goals. This involves understanding the broader business context, identifying critical talent opportunities and challenges, and developing strategic plans to address them. They should possess deep business understanding, allowing them to effectively interpret data and insights to inform decision-making and guide business leaders.
Influencing and partnership skills
Strong partnership skills are crucial for HRBPs to influence business leaders and drive HR’s strategic priorities. This requires building and maintaining robust relationships with stakeholders, understanding their needs, and advocating for HR initiatives that support the business’s objectives. Effective HRBPs challenge business leaders by asking probing questions and presenting alternative solutions based on data and strategic insights.
Analytical and data interpretation skills
HRBPs need to collect, analyse, and interpret data to understand the health of the talent pool and develop actionable insights. This involves using data to identify trends, diagnose issues, and measure the impact of HR initiatives. HRBPs must be comfortable working with data and leveraging it to make informed decisions that drive business outcomes. We help clients with this by providing a user-friendly dashboard that brings all their people data, and also help them to draw out meaningful information.
Project management and problem-solving abilities
Successful HRBPs are adept at managing projects and solving complex problems. They should be able to define talent problems, hypothesise solutions, test their effectiveness, and implement them. Strong project management skills are essential for handling multiple initiatives, meeting deadlines, managing expectations and coordinating with various stakeholders.
Communication and interpersonal skills
Effective communication is at the heart of strategic HR business partnering. HRBPs must articulate the value of HR initiatives clearly and persuasively to senior leaders and employees. They should also possess excellent interpersonal skills to navigate complex organisational dynamics, mediate conflicts, and foster a collaborative work environment.
Adaptability and comfort with change
HRBPs must become comfortable with ambiguity and frequent change. The dynamic nature of the role requires them to adapt quickly to new challenges, synthesise a wide range of information, and innovate continuously. They should be flexible in their approach and open to exploring new ways to add value to the business.
Talent management expertise
Deep knowledge of talent management processes, programs, and policies is essential. HRBPs should understand how to develop and implement strategies that enhance employee engagement, retention, and development. This expertise allows them to provide strategic guidance on talent-related decisions and initiatives.
Leadership and vision
HRBPs often act as strategic talent leaders, requiring them to lead initiatives that shape the organisation’s talent strategy. They need to inspire and influence others, articulate a clear vision for HR’s role in the business, and drive efforts to elevate HR’s impact on organisational success.
By mastering these skills, HRBPs can transition from traditional operational roles to strategic partners critical in driving business success. They can effectively bridge the gap between HR and business functions, ensuring that HR initiatives align with and support the organisation’s strategic goals.
Our own research revealed the activities and behaviours that underpin great business partnering. Read more about The Seven HR Enablers.
What do Strategic HRBPs do?
Strategic HR Business Partners (HRBPs) play a crucial role in driving an organisation’s success by aligning HR initiatives with business goals. They go beyond traditional HR functions to act as proactive advisors and strategic partners to business leaders.
Strategic HRBPs focus on developing and implementing talent management strategies that ensure the organisation has the right people in the right roles with the right capabilities and behaviours. They will also navigate the bigger picture of vision, leadership and culture. They use data analytics to provide insights into workforce trends, enabling informed decision-making and anticipating future talent needs.
These HRBPs also foster a culture of continuous improvement and innovation by supporting change management initiatives and encouraging cross-functional collaboration. By building strong relationships with leaders and stakeholders, they influence and guide decisions that enhance organisational performance and employee engagement.
Ultimately, strategic HRBPs drive value by integrating HR strategies with business objectives, ensuring that every HR initiative supports the organisation’s long-term success and growth. Their ability to align people strategies with business needs makes them indispensable in achieving sustainable competitive advantage.
What is strategic business partnering – and how do we ensure it delivers value?
How do you make sure HR Business Partnering delivers value?
To ensure HR business partnering delivers value, it is essential to align HR initiatives with business goals, establishing clear metrics and key performance indicators (KPIs) to measure success. Continuous support and development of HRBPs through training and resources are crucial for enhancing their strategic capabilities. Building strong relationships with stakeholders, leveraging data-driven insights for informed decision-making, and fostering a culture of accountability and continuous improvement are key. By doing so, HRBPs can effectively contribute to the organisation’s strategic objectives and drive long-term success.
Do you want to be known for the value you add?
How do HR leaders ensure that HR business partnering is delivering results?
Making business partnering work across the organisation requires a comprehensive approach that involves leadership support, strategic alignment, and a focus on building solid relationships. Effective business partnering must be championed by senior leadership, particularly the CHRO or CPO and CEO, whose commitment to the model sets the tone for the entire organisation. This ensures that all leaders understand its importance and are on board with the approach.
Aligning business partnering with the organisation’s strategic goals involves integrating HR strategies with business plans to support the company’s overall objectives. HRBPs must then build and maintain strong relationships with their stakeholders, which requires regular communication, understanding of their needs, and demonstrating the value of HR initiatives in achieving business outcomes.
To support this, the organisation must have systems and processes to facilitate business partnering. This includes robust HR systems, clear communication channels, and mechanisms for tracking and measuring success. A key tool is the HR calendar which should be aligned with the business planning cycle. Business partnering is not a static process, so organisations should foster a culture of continuous improvement, encouraging HRBPs to adapt to changing business needs and seek innovative solutions.
HRBPs also need to educate their stakeholders about the benefits of business partnering. This involves explaining how strategic HR initiatives can add value and advocating for changes that support long-term business success. By implementing these strategies, organisations can ensure that business partnering is compelling, delivering significant value across all functions and contributing to the company’s overall success.
How to increase your HRBPs’ impact in HR Business Partnering
How do you make business partnering work across the organisation?
Making business partnering work across the organisation requires a strategic approach, strong leadership support, and a commitment to building robust relationships. It starts with senior leaders, particularly the CHRO or CPO and CEO, championing the model and ensuring that all leaders understand its importance. Aligning HR strategies with business objectives is crucial, as is fostering a culture of continuous improvement and adaptability.
Enable HR International can help embed HRBPs into an organisation by providing comprehensive support and training. Our expert-led programs equip HRBPs with the skills they need to drive strategic initiatives, including data analysis, strategic planning, and effective communication. We offer tailored training that enhances their ability to build strong relationships with business leaders, ensuring they can influence and guide decisions that align with organisational goals.
Through our support, HRBPs learn to leverage data-driven insights and implement best practices that foster collaboration and innovation. By integrating HRBPs seamlessly into your business units, Enable HR International helps create a cohesive approach to business partnering, delivering significant value across all functions and driving the overall success of your organisation.
How do you build teamwork within the HR function?
When is it appropriate to adapt to HR Business Partnering?
Adapting to HR business partnering is appropriate during significant organisational change, such as restructuring, scaling operations, or implementing innovation-driven initiatives. It is also crucial when there is a need to enhance strategic alignment between HR and business goals, improve talent management, boost employee engagement, and optimise performance management systems.
Transitioning to HR business partnering during these periods ensures that HR initiatives are seamlessly integrated with business strategies, fostering a cohesive, agile, high-performing organisational culture that drives long-term success and growth. This approach allows organisations to navigate complexities better and adapt to market dynamics, ensuring resilience and competitive advantage.
Effective HR business partnering also enables the organisation to improve leadership and management. When HR people are close to the business, they are well placed to coach and support line leaders and line managers as issues arise. This also helps to get accountability for performance and development into the right place – in the line.
Is leadership development a top priority for your organisation in 2024?
How does Enable-HR International support clients?
Enable-HR International empowers businesses globally to develop effective HR business partnering both operationally and strategically, and as strong team players in the wider HR function.
Our approach begins with understanding each client’s unique needs and aligning HR strategies with their business goals. We provide comprehensive support and tailored training programs that equip HRBPs with crucial skills in business acumen, strategic planning, and effective communication. Our Seven HR Enablers provide a strong structure and development path.
Our unique HR Profiling System provides user-friendly and interactive self, 360 and team evaluation.
We have developed a range of unique, practical and relevant HR tools and concepts to facilitate learning, and share latest thought-leadership and research.
By helping them to foster robust relationships with business leaders, we ensure that HRBPs can effectively influence and guide strategic decisions. Our training emphasises continuous improvement and adaptability, preparing HRBPs to address dynamic business challenges and drive organisational performance.
Our expert-led programs focus on enhancing HR capabilities and building a culture of collaboration and innovation within organisations. This holistic support ensures that HRBPs not only meet but exceed expectations, contributing significantly to the business’s overall success and growth.
Enable-HR International is committed to delivering significant value across all functions, ensuring that our clients can achieve sustainable competitive advantages and long-term success.
HRBP Taster Offer
Would you like your HR team to deliver more demonstrable value that’s appreciated and recognised by your senior leaders? Business partnering is key to that.
We work with HR leaders to:
- Define what their organisation needs from business partnering and create consistent clarity and performance
- Design a development solution that fits their unique organisation and HR strategy
- Deliver a blended programme that’s impactful, flexible and measurable
- Take all those involved in business partnering – whatever their role title or level – on a learning journey that challenges and supports them at every stage of their growth into this vital role.
Our work draws on our own research into what business partnering needs to look like and deliver in this new world of work. The Seven Enablers that were revealed by our research are a good start point for discussions about what exactly your own organisation needs.
So that we can get to know each other, we invite you and your team to join us for a two-hour taster workshop to explore how to get more from business partnering.
Please contact me to take advantage of this, or for an informal discussion to help you in your thinking and to share how other organisations are tackling this.
Get in touch with Enable-HR International
For additional insights into Business Partnering, we invite you to sign up for our newsletter, follow our blog page or get in contact with our helpful team.
Contact us
Phone: 0208 720 7097
Email: info@enable-hr.com
If you are interested in learning more about our co-founder, Deborah Wilkes, or about Empowering HR, we invite you to purchase Deborah’s book, which is endorsed by Dave Ulrich.
