Why it’s time for HR Business Partners 2.0文章中强调了人力资源商业伙伴（HRBP）从通才到战略顾问的演变。最初旨在将人力资源战略与商业目标对齐，HRBP经常被日常运营任务分散注意力。Kathi Enderes 主张通过加强培训、指导和系统性的人力资源方法来复兴这一角色，这种方法整合了商业咨询能力。她引用了TomTom和乐高集团的例子，这些公司已成功地将其HRBP角色转变为更具战略性、数据驱动和有效促进业务增长和创新的角色。文章指出，只有11%的公司完全整合了这种模式，但见证了更高的增长和创新。
Kathi Enderes的观点强调了在当今由AI驱动的市场中，将HRBP转变为战略顾问不仅是一种改变，更是一种必需。
Global Industry Analyst Kathi Enderes, SVP of Research at The Josh Bersin Company, sees the need to clear the dust off a 30-year great idea of HRBPs.
Expert Insight
HRBPs are a crucial part of the success of the HR functions, and organizations as a whole.
However, as Kathi Enders, SVP of Research at The Josh Bersin Company, shares in this exclusive OpEd, they need to move from being a jack of all trades to becoming a business savvy consultant.
Here's how to achieve this!
Thirty years ago, HR embraced a groundbreaking concept: the HR Business Partner (HRBP).
The idea was that these professionals would collaborate closely with business leaders and line managers to align people strategies with the organization’s broader business objectives.
This remains a crucial concept and a contribution that organizations desperately need.
The problem is that somewhere along the way, we lost sight of the strategic part of the equation.
As a result, we’ve ended up misusing resources and devolving the role of the HRBP into a much more tactical, and less globally impactful, function.
In fact, the HRBP role is the most critical, yet the most misunderstood, of all HR jobs.
But by refreshing and modernizing the original concept and investing in HRBP capabilities, we can revitalize the role and get it back to its even more strategic purpose.
How we got here, and where we have to go next
We introduced HRBPs when we transitioned to the tiered HR service delivery model in the 1990s.
Originally, the HRBP was envisioned as a crucial connector between the various HR Centers of Excellence (COE) and the business.
But before too long, a lot of operational tasks were loaded onto their plates by business managers who needed immediate assistance with less strategic, day-to-day issues—think, “I need to hire someone but don’t know how to submit the requisition in the system,” or “I need to transfer someone: can you help me with that?”
When this happens frequently, the HRBP unintentionally becomes more of an HR workflow admin assistant.
While this helps solve short-term issues, it detracts from the original strategic intent of the role.
Consequently, many HRBPs end up not working “at top of license”—acting more like HR generalists than the specialized, strategic partners they could be.
To get things on track and empower HRBPs to grow into the strategic role you hired them for (and what they came on board to do), look to:
accept and encourage them to become business consultants, not just advisors or general admins, and support them in developing strong relationships with business leaders and the rest of HR
build the level of HR business partner capabilities they need to do that
organize their roles in new ways, and communicate clearly how you expect them to operate and contribute.
Leading the development of this critical in-house resource
It’s important to emphasize that all three elements noted above are crucial to the success of HRBPs – and they are interconnected.
Implementing just one recommendation won’t achieve the desired outcomes.
Equally importantly, this isn’t about increasing headcount costs; it’s about enhancing the training and utilization of the people you already have.
Indeed, in some organizations, there are significant numbers of HRBPs; myself and The Josh Bersin Company have worked with organizations where there are 200 or more in place.
So, the mission of the CHRO is to develop them, help them build the right relationships across the business, give them the support they need, and consciously organize them for success.
For capability development, some of that investment will go towards formal learning programs.
However, a significant portion will also be dedicated to facilitating mentorships and fostering connections.
This approach works best by consciously placing HRBPs in project roles where they can expand their knowledge and gain valuable exposure.
How to move to next-gen HRBP ground-level support
A Systemic HR approach, a concept The Josh Bersin Company introduced to the market last year, can be the driver of transformation here.
Why? Because by its very definition, Systemic HR transforms HR from a siloed service provider into an integrated, consultative function that tackles a company’s most pressing business challenges.
By doing so, the HRBP evolves from an HR ‘jack of all trades’ to a highly-skilled, data- and technology-savvy business consultant.
According to our research, only 11% of companies operate a truly Systemic HR function, so there is huge opportunity here – and these organizations have much higher company growth, delight their customers, innovate more, and create a great place to work.
Next-generation HRBPs can accelerate the journey towards Systemic HR and drive successful business outcomes.
However, to achieve this, you must be prepared to both pose and find answers to questions such as:
What are my new-style HRBPs’ specific accountabilities?
What does success look like?
How will our newly-energized and skilled-up HRBPs interact with managers and leaders?
Evidence from front-rank organizations, like TomTom, a geolocation technology company that specializes in mapping, navigation, and real-time traffic information services, suggests a move to a more integrated, fully data-driven, Systemic HR framework can deliver significant benefits.
In its case, TomTom has strategically restructured its HRBP team, moving away from a traditional, rigid HR model to a more fluid, team-based approach.
Its HRBPs are now organized into cross-functional teams that operate with flat hierarchies, allowing for quicker decision-making and more responsive HR practices.
Its HRBPs also now sit on the HR strategy and strategic business partnering team, which also includes HR strategy, people analytics and insights, HR portfolio management, and organizational development.
Working across this group, collaborating with the business, and supporting the highest-priority initiatives makes the HR function much more impactful.
Through this organizational model, TomTom ensures that its HRBPs are well-equipped to support the organization’s dynamic needs, driving effectiveness and efficiency.
Achieving ‘Master Builder’ HRBP capability
TomTom is not the only one looking at a new way to utilize HRBPs. Famous Danish toy leader The LEGO Group has taken a proactive approach to building HRBP capabilities.
Specifically, it implemented a series of initiatives aimed at enhancing business acumen, leadership skills, and understanding of complex organizational dynamics.
This includes specialized training programs to equip HRBPs with skills in change management, organization design, and coaching and developing leaders.
This new approach to the HRBP also centers on supporting their participation in cross-functional projects so as to develop a deeper understanding of its multiple business units and achieve a truly holistic view of the organization.
Doing so broadens their perspective and enhances their ability to contribute to strategic discussions and initiatives. This is an approach many other organizations can and should explore, as it’s a great way to develop full-stack HRBP capabilities.
In summary, HRBPs are incredibly important to organizational success, but along the way, we lost sight of how to maximize their potential fully.
As businesses accelerate under the influence of AI and other factors, this oversight becomes a luxury we cannot afford.
Therefore, the CHRO must prioritize developing HRBPs to enable their business to outperform competitors, nurture talent, and cultivate the innovation-driven organization necessary to thrive and endure.
原文来自：https://www.unleash.ai/strategy-and-leadership/why-its-time-for-hr-business-partners-2-0/
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