The Role of the HR Business Partner
Globalization and growing operational and labor market complexity have made HR a key player in solving organizations’ business challenges. Chief human resource officers (CHROs) are under tremendous pressure to deliver business outcomes while managing functional costs — unlocking the key drivers that improve the effectiveness of the HR function while having a greater impact on the business.
Other studies have shown that effective talent management has a direct impact on business performance. Organizations that do the best job attracting, developing, engaging and retaining their talent often outperform their peers in terms of sales, revenue growth and investor returns.
The challenge for HR departments is determining what drives effectiveness. CLC analysis of different HR structures found that regardless of organizational model, the HR business partner (HRBP) consistently explains the most variation in HR line support effectiveness. HRBPs are the HR employees who work with managers within business units on talent and business and are sometimes referred to as HR generalists.
That doesn’t mean other HR functions don’t matter. They do, and there may be good reasons to use them for cost or expertise. However, CLC analysis has shown that even if an organization has the best specialists and shared services in the world, if its HRBPs underperform, it’s not likely to build an effective partnership with the line. In fact, HRBPs — specifically the strategic partner role they have — are fundamental to the effectiveness of HR support to line management.
CLC examined a host of different factors that could impact HRBP strategic effectiveness. Among these driver categories, analysis found only two have the most impact:
1. An individual’s capabilities: Companies that focused on developing an HRBP’s competencies in business acumen, innovation, leadership and metrics through on-the-job experiences maximized HR’s strategic effectiveness.
2. Job design: While spanning HRBPs over too few line managers limits experiences, responsibility for too many client groups can overwhelm the HRBP and reduce strategic effectiveness. Deploying HRBPs against executives with similar needs improved understanding of the business line issues required to deliver strategic impact and allowed HRBPs to support a greater number of line managers.
You can read the complete article at: Human Capital and Management Library: The Role of the HR Business Partner and The Role of the HR Business Partner - Talent Management magazine
Globalization and growing operational and labor market complexity have made HR a key player in solving organizations’ business challenges. Chief human resource officers (CHROs) are under tremendous pressure to deliver business outcomes while managing functional costs — unlocking the key drivers that improve the effectiveness of the HR function while having a greater impact on the business.
Other studies have shown that effective talent management has a direct impact on business performance. Organizations that do the best job attracting, developing, engaging and retaining their talent often outperform their peers in terms of sales, revenue growth and investor returns.
The challenge for HR departments is determining what drives effectiveness. CLC analysis of different HR structures found that regardless of organizational model, the HR business partner (HRBP) consistently explains the most variation in HR line support effectiveness. HRBPs are the HR employees who work with managers within business units on talent and business and are sometimes referred to as HR generalists.
That doesn’t mean other HR functions don’t matter. They do, and there may be good reasons to use them for cost or expertise. However, CLC analysis has shown that even if an organization has the best specialists and shared services in the world, if its HRBPs underperform, it’s not likely to build an effective partnership with the line. In fact, HRBPs — specifically the strategic partner role they have — are fundamental to the effectiveness of HR support to line management.
CLC examined a host of different factors that could impact HRBP strategic effectiveness. Among these driver categories, analysis found only two have the most impact:
1. An individual’s capabilities: Companies that focused on developing an HRBP’s competencies in business acumen, innovation, leadership and metrics through on-the-job experiences maximized HR’s strategic effectiveness.
2. Job design: While spanning HRBPs over too few line managers limits experiences, responsibility for too many client groups can overwhelm the HRBP and reduce strategic effectiveness. Deploying HRBPs against executives with similar needs improved understanding of the business line issues required to deliver strategic impact and allowed HRBPs to support a greater number of line managers.
You can read the complete article at: Human Capital and Management Library: The Role of the HR Business Partner and The Role of the HR Business Partner - Talent Management magazine