More than just a role, HR business engagement is an attitude, an ambition and a driving force to improve HR operations, and it changes the way HR interacts with stakeholders, thereby changing what HR can offer and how they perceive it.
If you want to ensure that HR outcomes are driven by business needs, it's critical to have a strong partnership between HR and the business. How do you ensure that HRBP responds effectively to business needs, and how do you achieve a higher level of strategic impact?
It would be unfair to expect more from HR professionals in that position without creating the conditions for success, and it will not be achieved.
1. HRBP must be led by top management
A good HRBP can be a powerful conduit for understanding business realities and effectively deploying HR resources, provided that the Chief Human Resources Officer (CHRO) is actively leading.
Business partnerships must be led at a senior level. What is the business rationale, and how will it function as a strategic principle and operational relationship?
Let's start with the big picture, why, and then we'll get back to the operational impact and day-to-day life of HRBP. In what ways will the introduction of the HRBP role (as it has to involve more than just different positions) contribute to the achievement of strategic goals?
All senior leaders need to understand why. It's not just the CHM saying 'I want this model – there has to be a business case, and the CHRO needs to fully imagine how it's going to function and function, how it's going to be different, and what role they're going to play – how things are going to be different.
Second, human resources business cooperation is an element of human resources strategy rethinking
As always, context is key. What else has changed?Is this part of an organizational transformation where the business rationale is clear?To what extent do HR systems and processes support a more customer-oriented way of working?It would be unfair to expect more from the HR professional in that position without creating the conditions for the success of the HR professional, and it will not materialize.
It comes down to the relationship between the Chief Human Resources Officer and the CEO, which plays a role at all levels, all the way down to HRBP. They won't be able to deliver unless they have the support of the leadership of the entire organization.
3. To what extent can your existing HR talent fundamentally change their stakeholder relationships?
Now let's look at individual HRBPs and how they can transform relationships so that they can add value at a higher level. The move towards business collaboration is achieved through dialogue – explaining and advocating for the benefits of deploying HRBP expertise more strategically.
If we assume that the strategic rationale is clear and supported, then HRBPs still need to explain to their stakeholders what this responsibility means in practice. Often, individuals in this role can no longer take on as much from their line manager, and they must be more self-sufficient in some areas to allow time and space in others to interact more strategically with business partners.
If the problem is not handled well, or trust is not in place, line managers may feel disappointed and frustrated because they can no longer "dump" the problem on the HR professional, and they may even tell their boss about the problem. "The HR department is not helpful", this is the complaint I heard. The way the line manager's boss handles this is crucial. Do they say "yes, I understand why HRBP says that, let me explain why...... or they say "that's not right, I'll fix it" and then go and complain to HR at their level.
Fourth, the quality of performance management is a severe test for HR business partners
To understand how this works out, let's take a look at the typical scenarios that HRBP faces. Line managers – we call them "Lin Chong" – have performance issues with their teams. For busy HRBP and stressed line managers, the most time-saving solution in the short term may be to "solve this problem for me" as Lin Chong asks.
It was at this point that HRBP made a crucial decision. This may take them more time in the short term, but it will provide more in the long run. Will they now take the time to explain how they can add more value if they approach this differently? If they succeed in doing that, they can coach line managers and achieve better long-term solutions.
A good HRBP shows genuine curiosity and interest in gaining a deeper understanding of what drives business success.
5. HRBP and line manager relationship
Changes in the way HRBPs and line managers work together must be explained in the context of the business – the benefits it will bring.
The Business Partner Matrix below sheds light on how HRBP drives the conversation, and all four models are valuable when appropriate, and it's important for HRBP to ask themselves two key questions about where the conversation is heading:
To what extent do I talk to my line manager about the business (as opposed to HR)?
To what extent do I talk to my line manager about the future (and not now)?
These two factors will lead to outcomes that bring greater value, as well as more trust and stronger relationships.
6. What does a good HRBP look like?
A good HRBP shows genuine curiosity and interest in gaining a deeper understanding of what drives business success.
A business-savvy HRBP will use experience and data to conduct a deeper analysis of the impact of performance issues. For example, they might say, "Lin Chong, I estimate that you have to spend one day a week dealing with team members who don't meet the required standards, which will make Lin Chong focus on broader issues and the need to improve your own skills."
HRBP can take this logic to Lin Chong's boss and point out that "you have 10 Lin Chong who are trying to get the performance they need from their team." When we add up all the time, it's a significant waste of resources – and a lot of numbers get the attention of senior leadership. We can spend that money on training them, increasing productivity, and reducing attrition.
Top-down leadership of business partnerships is the best way to ensure HR meets business needs.
7. What will be the result of excellent human resources business cooperation?
The payoff comes when operational outcomes bring the strategic vision to life. This example applies to every level and function of the organization, whether you're focused on productivity, performance, well-being, engagement, or customer experience. The little things add up to big numbers.
The maturity of leaders and how they see themselves as responsible for leadership and management performance is another important factor. "The chief human resources officer has to lead the entire company," Hussain said. "You have the reach and breadth of exposure, and the ability to ensure that leaders follow the processes agreed upon by the business. ”
HRBP needs strategic support to realize strategic value
A lot of times, as I've heard many HRBPs say in workshops, senior leaders want HRBPs to be able to pull off some kind of magical transformation on their own. Good HR people, regardless of their position, seek to understand the business, improve conversations, and coach and challenge line managers to manage their employees well.
Business partners must use examples now to explain the rationale behind the big picture. For example, the performance issues that are happening right now are an opportunity to explain how HR departments can add more value if they are committed to causes rather than repetitive results.
8. It takes effort to achieve real human resources business cooperation
Top-down leadership of business partnerships is the best way to ensure HR meets business needs.
Whatever HRBP faces on the front lines with line managers, and how they transform the HR-business relationship, depends on the level of understanding and commitment at the highest levels of the organization. The real power that makes it work comes from strategic business alignment – a clearly articulated business case that can be shared at all levels of the organization.
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