Making sure that HRBPs deliver value really is a complex area

There are so many factors that affect an HRBP’s ability to have the impact they’re capable of.  Some are within their control, and some aren’t. Even when you have a highly capable HRBP, they can’t do the higher level work – the work that has the real business value – if they’re overloaded with routine work that’s also often urgent.

Another factor is the maturity of the leaders and managers they’re partnering. A story I heard just yesterday from an HRBP was about the line manager asking her ‘to be the bad cop’ in a performance meeting. That says so much about the challenges HR face in that organisation to position HR as strategic value drivers.

Getting the HRBP to do the dirty work is not what they’re there for. They need to operate in the *open space above – the space where collaboration enables the HRBP and the line leader or manager to create value. This means identifying the potential and capacity for performance improvements, growth, planning the future and aligning with business needs.

Understanding the business is pivotal, and the HRBP who’s trapped in the reactive cycle doesn’t have the time to deepen their business understanding or their relationships.

*That space doesn’t open up by itself, and the HRBP can’t open it up if they’re overloaded. There is a strategic and operational framework that’s required, and that’s what we’ll explore in my next webinar.

Watch the recording of our webinar ‘How to make business partnering work’ here