In other words, a strategic HR partner bridges the gap between the work of the local HR team and the mission of senior management. Unlike an HR manager whose job is involved in the day-to-day management of HR policies and programs (such as payroll and recruitment), a strategic HR partner works like: Business acumen is an indispensable skill for any HR professional, especially HRPPs. It represents the sharpness and speed of understanding and managing a business risk or opportunity in a way that leads to a good outcome. HRBP combines business challenges with HR activities and outcomes, helping the company overcome those challenges. Ideally, they flourish, mobilize previously unknown forces and discover hidden potentials. Ideally, they already have trusted digital assistants that take care of administrative tasks, and they work as HR business partners for whom strategic work and crisis scenarios are a matter of course. HRBPs are strategic business partners involved in the success of organizations, not just in hiring, firing, and traditional HR roles. While you probably have an in-depth knowledge of HR operations, to be a successful business partner, you need to understand the entire business upside down. The definition of an HR business partner is an experienced human resources professional who works directly with a company`s senior management to develop and lead an HR program that closely supports the company`s goals. Instead of working primarily in the internal human resources department, the HR business partner works closely with management, perhaps sits on the board of directors, or works regularly with senior management. Putting a HR professional in close contact with management makes HR part of the company`s strategy. The business partnership model for human resources is becoming increasingly popular among corporate organizations. For people who feel stuck in a more operational HR role and want to progress, I would suggest as a starting point to stop waiting for the company to come to you with simple questions about vacation or compensation.

Instead, be proactive and go into business with new thoughts and perspectives. While this can be a difficult step if you are confident in both your understanding and your ideas, you will earn that respect and find that questions are asked that are not only related to transactional HR policies. Do you want to gain the skills you need to truly become a strategic partner of your business? Check out our HR 2.0 BUSINESS PARTNER Certificate Program. Because the business partner plays a strategic role, he is usually present in large companies. A business partner can be responsible for two hundred to several thousand employees. In general, the greater the scope of control of hrbp, the more strategic the role. As a result, HR business partners are aware of the sources of competitive advantages, market values, competitors and their unique selling points, market share and the development of their organization. In addition, they understand the market, the role of technology and have a thorough understanding of all relevant stakeholders. While in this article we primarily focus on HRBP as a professional function, learning HRBP`s strategic responsibilities and core competencies is useful for any HR professional who aspires to be a „business partner“ and is committed to helping their business achieve its goals. The Data-Driven Problem Solver: In the past, HRBPs were often consulted on specific questions that had clear and privileged answers: What salary can we offer this candidate? What does the integration process look like in this market? In the digital age, much of this once-exclusive information is generally available and accessible to people outside of HR. Today, HRBPs are being asked more complicated questions: how can we use employee data to solve strategic problems? How can we improve the employee experience? These questions have no simple answers, no codified processes.

HRBPs need to seek conclusions by finding the right data, formulating and testing hypotheses, and designing new solutions. The second type of HRBP is much rarer. Before talking to the manager, they look at the data – from turnover to learning and development rates – they look at where the manager needs help. The same business partner looks at KPIs – how well does this manager perform? This HRBP thinks, how can I help this manager succeed? They write down their notes and go to the meeting with KPI-focused action plans. In short: with HR as a business partner, human resources management becomes a sector of activity that contributes to the optimization of value creation. As a result, HR is no longer a rigid administration and a boring cost factor, but proactively contributes to increasing the company`s profits. This is because HR takes care of a company`s most important resource, employees, and therefore must play a strategic role. Read on to find out what HR can accomplish when working as an HR business partner within an organization and how you can successfully move it from an administrative role to a company training role. A random approach to a paradigm shift will not work. If HR business partners need to move away from routine administration and work strategically, they need time to do so. They can take this time by „outsourcing“ operational tasks to digital assistants, i.e.

intelligent HR software solutions. First, let`s look at the similarities. Both work in human resources, and both are usually on the upper side of the HR population. Effective HR business partners have more than 10 years of experience in this field, and this usually applies to the HR manager as well. Many large companies are expanding their HR departments by hiring an HR business partner. Individuals in this role work with senior management to ensure that a company`s strategies for attracting talent and retaining employees align with the company`s overall transformation and growth goals. The influential storyteller: HR business partners rarely have the power to make major changes to the business themselves. We need to work with and through our team members, both on the business side and on the HR side. And as the size and scope of our responsibilities and networks of people increases, it can become a challenge. Large HRBPs manage this complexity through a combination of clear communication, relationship building and proactive management of our networks. .