Role and Responsibilities of the HR Business Partner (2023)

Once a strategic plan is in place, managers often fail to implement it. Involving HR can be very helpful as they know a lot about all aspects of the company, including the people. However, CEOs are just beginning to see the potential of HR professionals as business partners.

What is an HR Business Partner?

A Human Resources Business Associate (HRBP) is a highly experienced human resources professional who works closely with senior management to support the organization's objectives. The HRBP is responsible for aligning business objectives with management and employees and is the link between HR and the company.They advise and support managers on strategic issues and support them in implementing powerful integrated HR practices.

HRBPs are more likely to work with the board or the C-suite than with HR. A role for a seasoned HR professional, such as Taking on an HRBP role, for example, can often be confused with the role of HR manager. So what's the difference?

How is an HRBP different from an HR manager?

Although both are members of the HR team and know the HR profession very well, their tasks are very different. In a managerial position, an HR manager has employees who work for them and is responsible for enforcing policies and procedures within the organization.

The HRBP (ideally) has no administrative functions. You are responsible for controlling and communicating corporate strategy. You'll also work with HR on issues and initiatives and can help develop strategies to resolve issues.

What are the main roles of an HRBP within an organization?

The main objective of an HR Business Partner is toUse of human resources to achieve company-wide objectives,As such, an HRBP's duties and responsibilities may vary based on these objectives.

An HRBP supports business leaders in aligning HR activities with corporate strategy. They help solve business problems through the people side of business.

Some key areas that HRBPs need to be well-versed in are:

1. Change management: accelerating changeto meet business needs.
2. organizational technique:Understand how organizations work and what best practices are required for success.
3. Cultural management:Promote the culture and ensure that everything the company does is consistent with its culture.
4. Recording: fight for all employeesregardless of race, gender, sexual orientation, age, religion, etc.
5. Marketing:Use employees as brand ambassadors and a powerful recruiting source.

The critical skills one can develop to excel as an HR business partner are:

business sense

This implies a strongunderstanding of business roles and priorities,and focuses on understanding and managing business risks or opportunities. An HRBP needs to know their company's competitive advantage, their competitors and their products, technologies and market share.

strategic leadership

All the competencies needed to be an HRBP include thinking about overall changes to the organization and how to achieve them tactically. Effective strategic aptitude assessments are critical to professional success.

HR understanding

An HRBP must have a thorough understanding of HR processes and activities. This is a prerequisite foradvise the company and execute plans.You must be able to connect business challenges with HR activities and outcomes.

analysis capacity

As someone responsible for analyzing and creating plans to achieve goals, it would make sense that RHBP would need to be able to use dashboards and reportsAnalyze data and provide insightsand conclusions from these data.

advocacy group management

e HRBP promotes HR initiatives. HH. to senior management within an organization, therefore they must have excellent stakeholder management. Stakeholder management is the process of maintaining good relationships with the people who have the greatest impact in the workplace. Communicating and collaborating with these people is an essential part of convincing them to participate in a strategic initiative.

Managerial Approach vs. Strategic Human Resources

There's a lot of talk about moving from administrative HR to strategic HR, but what many may not realize is that you want a little bit of both. We've already said that HR Business Partners ideally don't have administrative responsibilities, but depending on the size of your organization, an HRBP may need to take on some administrative responsibilities from time to time. However, some organizations may be lucky enough to have a large staff that includes an HR professional. HH. can actually transition into a fully strategic position while others do the day-to-day tasks.

The management team focuses on employee relations, benefits,defined as,Pay, risk management, and technology, which are likely to be the areas your HR team spends their time on. Generally, these are HR's day-to-day tasks, and a company cannot survive without a team to take care of these operations.

However, the HRBP needs to be a little more strategic. The success of your HR department depends on your HRBP's ability to efficiently and effectively align administrative HR with strategic HR.

At the heart of strategic HR is the alignment of HR functions with the business. The alignment process involves thinking about the business in relation toRecruitment and Retention learn and develop Obligation, j performance management.

For example, at BizLibrary, one of the goals of our learning and development function is to introduce our company's core values ​​and mission to all team members.

Building strategic relationships like HRBP

A strategic relationship requires actively seeking out and building a bond with someone.strategic relationshipsthey are give-and-take relationships in which each has something to offer the other. An HRBP's strategic relationships contribute to cross-departmental collaboration between executives and HR, bridging the gaps to keep employees satisfied and on track to achieve organizational goals.

Here are some tips for developing strategic relationships:

• Know the ultimate goal.Current or future RHBPs should think about what they want to achieve and what the timeline is for those goals. Your goals might include developing relationships that help with career change or organizational changes, helping to improve the lives of your employees, etc.
  
• relationship identification.An HRBP must be realistic about how many people it can invest at the same timeSeriousInvest in these people. More relationships are not always better. HRBPs need to be selective and focus on the relationships they purposely build.
  
• identification of people.Who are potential people who can help with the goals of an HRBP? What kind of people should they connect with and what should they offer?
  
• To do homework.An aspiring HRBP should research the people on the list of potential relationships. What is your background Check out LinkedIn and Bios on the company's website. There's no need for a lot of detail, just enough information to get an idea.
  
• Determine what each person in the relationship has to offer.Think of strategic relationships like a winning bank account. Every time an HRBP does someone a favor, they make a deposit. Every time someone helps the HRBP, it's taken away. When you start a relationship, you don't want to start with a "debt account". Some relationship capital must first be built by helping the other person in the relationship.
  
• Go ahead and build the relationship.Once an HRBP identifies individuals for strategic relationships, does their homework and what each individual has to offer each other, they can communicate and start building those strategic relationships.

Top-notch human resources: how to get leadership buy-in

HRBPs are strategic business partners involved in the success of organizations, not just in the traditional hiring, firing and human resources functions.

When executives need to be convinced of the value of an HRBP function, presenting robust, measurable metrics is critical to showing how strategic HR initiatives can impact an organization's bottom line.

Some examples of strategic HR metrics are monthly turnover rate, revenue per employee, human capital costs, promotion rate, employee satisfaction metrics, retention rates, and length of hire.Data collection and contribution of solutions.How to influence these metrics is the best way to speak the language of business leaders and build a relationship with top leaders.

One way to draw executives' attention to the need for a people strategy is through the themeemployee involvement.Employee engagement is a complex HR challenge that requires a comprehensive strategy to address it. Increasing employee engagement has been shown to help organizations retain talent, increase customer loyalty, and improve organizational performance and stakeholder value.

For an in-depth look at how to improve this crucial part of your HR strategy,Check out our free ebook: