Role Of Hr Manager In Strategic Planning – HR Business Partner is a strategic link between HR and the business. These senior HR professionals have a deep understanding of the business and ensure that HR helps the business make an impact.

The HR Business Partner function is in constant development, driven by new trends in working life and changes in the labor market. The changing role of HRBP reflects the shift towards strategic HR management, data-driven decision making, employee experience, talent management and effective collaboration. Therefore, HRBPs need to learn and develop different skills to meet demands and help organizations succeed.

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In this article we will discuss the HRPB role and its evolution, what makes a good business partner, and how HR Business Partners can maximize their contribution to the business.

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The HR Business Partner (HRBP) plays an important role in connecting human resources with the business side of a company to achieve its goals. They are responsible for adding value to the organization and helping the business make decisions, especially in times of change. They primarily work with managers to ensure that HR activities align with their needs.

Line managers understand the company well, so HRBP works closely with them to set priorities and make a significant impact. Human Resources Business Partners are usually found in larger companies and may oversee many employees. Generally, the more employees they supervise, the more critical and strategic their role.

HR Business Partner is a common role in large companies, with 60% of HRBPs working in companies with over 10,000 employees.

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While HRBP should be a strategic partner and companies should see them as such, this is not always the case. 57% of C-suite executives see HR as primarily an administrative function. They are seen as focusing too much on day-to-day tasks and not paying attention to the bigger picture and the needs of the company.

This should not be the case. In addition to being an administrative expert and a champion for employees, the HR Business Partner should also be a change agent and a strategic partner. The HR business partner as a role

So far we have talked about HRBP as a job function. This is the person with the job function title Human Resource Business Partner, who is the strategic link between HR and the business.

But while not everyone in HR is a business partner, everyone in HR should be a “business partner”. It means that every HR professional should understand the business deeply and try to shape the HR policy in a way that helps to activate the company.

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For example, a learning and development specialist deeply understands how people learn and can change behavior. Undoubtedly, they would be dysfunctional if they did not understand the business they were in. When they know the company, they make better choices, are better at aligning L&D practices with what the industry is looking for, and will have a greater impact.

While in this article we focus primarily on HRBP as a job function, learning about HRBP’s strategic responsibilities and essential competencies is useful for any HR professional who aims to “partner the business” and is determined to help their business achieve their goals.

A senior HR director shared a story about two different types of business partners. The first gets up in the morning, comes to work, sits in a manager’s office with a notebook and asks, “How can I help you today?” The manager starts complaining and the business partner starts writing and gets a list of tasks. This is an administrative HR Business Partner.

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 to see where the manager needs help.

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The same business partner looks at the key performance indicators – how well is this manager performing? This HRBP is thinking, how can I help this manager succeed? They write their notes and go into the meeting with action plans that are KPI-driven.

The following model shows three different levels of HR Business Partners in the HR organisation. It is an adaptation of an article by Andrew Lambert (2009), co-founder of the Corporate Research Forum.

People with the job title HR Business Partner are not the only business partners within HR. Depending on their seniority, different professionals are expected to either follow, contribute to or lead the business conversation.

The role of an HRBP must become more strategic to help organizations increase their productivity, profitability and competitiveness.

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So what will HR Business Partner responsibilities look like in the future? 1. Preparation for future work and personnel management

Mikaela Kiner from the HR consulting company Reverb points to several challenges that HRBPs must solve in order to future-proof their organisations:

Restoring business culture to suit a digital workforce, re-skilling, upgrading, technology adaptation, strategic workforce planning and improving the employee experience will play an important role in equipping the workforce to meet future challenges and demands.

This involves identifying training needs, aligning training programs with business objectives, planning for the right size and type of workforce, and developing talented individuals for key roles.

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An HR Business Partner must understand how current and future challenges affect the people in their organisation. This enables them to provide valuable advice and guidance to key stakeholders.

However, it is important to note that HRBP’s role is to serve as an advisor and consultant, not to assume all responsibility. They empower organizational leaders to handle people-related matters effectively.

Business acumen is an indispensable skill for any HR professional, especially for HRBPs. It represents the acuity and speed in understanding and managing a business risk or opportunity in a way that leads to a good outcome. HRBP links business issues to HR activities and results and helps the organization address these challenges.

Similarly, HR Business Partners know the organisation’s sources of competitive advantage, market value, competitors, unique selling points and market shares. They understand the market and the role of technology. Furthermore, HRBPs have a deep understanding of all relevant stakeholders, enabling them to contribute to the organization’s success. 4. Building a competitive organization

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An HR Business Partner plays a critical role in helping your organization succeed in two areas: winning customers and attracting and retaining top talent. To stay competitive in the market, HRBPs must focus on:

“Providing opportunities for learning and career development is a key strategy for aligning business goals with employee needs. Training programs should not only focus on current job roles, but also on future skills that align with the goal of the individual and the company’s strategic goals.

By investing in employee growth, HRBPs can ensure that organizational goals and employee career aspirations are in sync.”

HRBPs “…proactively work with business leaders on various workforce challenges and strategies.” This involves giving managers the resources, knowledge and skills they need to effectively manage their teams, resulting in a stronger, more autonomous management structure.

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The goal here is to create an environment where managers are adequately equipped to handle most day-to-day workforce issues on their own. HR then becomes a strategic partner, focusing on wider organizational challenges and long-term people strategies rather than being tied to routine problems.

When HRBPs help managers navigate the complexities of people management, it contributes to a strong organizational culture and improved organizational effectiveness. 6. Using data to influence decisions

Data is essential to know if you are on the right track. Without it, you’re guessing at decisions. An HRBP uses data strategically and can track KPIs and use them to drive performance and achieve goals.

This includes a robust contextual understanding of the business as well as local and cultural issues relevant to the regions your organization is active in. For example, when the business wants to open a manufacturing facility in Indonesia, you need to consider different data than when you have an attrition problem in your North American facilities. 7. Strengthen company culture and employee experience

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A key responsibility for future-ready HRBPs is to focus on people and how cultural transformation can contribute to achieving organizational goals. They also work to continuously improve the employee experience, which is crucial for success.

Jessie Lambert, HR Director at Mistplay explains how an HRBP helped revamp the employee onboarding experience. “In a previous role at a fast-growing startup, we saw turnover among new hires increase, and feedback indicated that new hires were feeling overwhelmed,” says Lambert.

“Recognizing that a negative onboarding experience could be a factor, the HR team decided to completely overhaul and revamp the onboarding process. HRBP worked with various teams to develop a thorough onboarding program that included department-specific training, mentoring programs and an introduction to company culture To ensure consistent implementation, HRBP also developed an onboarding checklist and trained managers on how to effectively onboard new employees.

The new onboarding program significantly improved the number of new hires and increased job satisfaction among new hires. This not only saved costs related to turnover, but also increased the company’s reputation as a great place to work.”

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