This is a frequent topic in my conversations with HR leaders right now – how to make HRBPs’ relationships with their business stakeholders more strategic.
The starting point always has to be helping the HRBP to build a deeper understanding of the business so that they understand the strategic drivers as well as the operational realities.
There are two vital threads in this:
Getting into the numbers and what drives business success, and
Creating a new kind of conversation with their business stakeholders that enables them to learn about what matters most to that particular person.
From there, the senior HRBP can open doors to help the stakeholder to think more clearly and more strategically about the people aspects. In addition, they can share insights with the rest of the HR team, e.g. so that CoEs’ interventions land well.
When the HRBP is able to create a new kind of conversation with a business leader, they’re able to deliver a new kind of impact.
I’ve developed a new workshop to lead strategic HRBPs’ thinking through this journey. Contact me to explore what you’d like to achieve with your own team.
This is a frequent topic in my conversations with HR leaders right now – how to make HRBPs’ relationships with their business stakeholders more strategic.
The starting point always has to be helping the HRBP to build a deeper understanding of the business so that they understand the strategic drivers as well as the operational realities.
There are two vital threads in this:
From there, the senior HRBP can open doors to help the stakeholder to think more clearly and more strategically about the people aspects. In addition, they can share insights with the rest of the HR team, e.g. so that CoEs’ interventions land well.
When the HRBP is able to create a new kind of conversation with a business leader, they’re able to deliver a new kind of impact.
I’ve developed a new workshop to lead strategic HRBPs’ thinking through this journey. Contact me to explore what you’d like to achieve with your own team.