HR business partnering is a two-way street

The word ‘partnering’ obviously involves two parties. However, many of the HRBP’s typical issues arise when the partner in the business just doesn’t ‘get’ it.

It’s actually much easier for the line leader – from the CEO downwards – when HR just gets on and solves their problems for them.

That scenario is more about serving than partnering. It’s a downwards cycle that drives the HRBP into more reactive, transactional work. They get so busy, and it becomes harder and harder to get their heads above water, to breathe, and to get leaders to lead and managers to manage.

It takes time and skill to explain to the business leader exactly how the HRBP can deliver far more value when they’re able to partner more strategically.

However, when you invest time in this, you can build a compelling case – with data and a strong narrative – that gets across the value of real business partnering. Then you can build an upwards path with stakeholders.

The first step is building a deeper understanding of what the business really needs, rather than what HR thinks it needs.

If you want someone to come across to your way of thinking, you have to start by doing that yourself – putting yourself in their shoes.

At what level is HR business partnering actually working in your organisation?

I’m always happy to share experiences and help HR leaders to shape their thinking. Message me to book a call.