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JULY 2024
Human Resources Business Partners (HRBPs) are now integral to HR departments. They are currently among the top HR roles that companies are hiring. A changing business landscape and a growing need for agility have transformed the HR domain. This shift also impacts the role of HRBPs, who are now expected to be nimble, business-minded, and strategic.
As HR evolves, HRBPs are taking on more significant responsibilities to meet new challenges. Their role is expanding beyond traditional operations, positioning them to play a strategic part in driving organizational goals.
Future-oriented changes and innovations will continue to redefine how HRBPs support their organizations, and give them an essential role in promoting a thriving and competitive workplace.
An HRBP, also referred to as a People Business Partner (PBP), works closely with business leaders to understand people’s priorities, develop people plans, and support organization-wide initiatives. According to SHRM, HRBPs are responsible for aligning business objectives with employees and management in designated business units. Their in-depth business knowledge makes them the go-to experts for specific business areas, ensuring alignment between HR strategies and an organization’s goals.
The HRBP handles a wide range of responsibilities, from hiring and benefits to compliance and employee relations.
Known for their reliable communication and problem-solving skills, HRBPs respond swiftly to issues and support employee needs.
HRBPs serve as strategic partners to department heads and senior management, developing HR strategies that align with and support specific business objectives.
A key part of their job duties is designing and implementing programs for talent acquisition, people development, and retention that directly tie to business needs.
HRBPs assist in organizational design and change management initiatives to improve efficiency and culture, while establishing metrics for HR success that align with business and HR performance indicators.
Their role can also involve HR Business consulting, coaching, succession planning partnership, and providing legal compliance expertise.
In the past few decades, the dominant HR model was built around a view of the HR organization that its primary purpose was to address business leaders’ concerns about saving costs and increasing business efficiency.
With modern pressures such as recent inflation, increasing competition for top talent, and supply chain disruptions, HR leaders are looking to adopt an updated model to become more flexible and agile and to respond effectively to an ever-changing and uncertain environment.
Chief Human Resources Officers (CHROs) are adopting a fresh approach to the operating model that analyst firm Gartner sees as being guided by four key priorities.
In the new HR business model, next-generation Centers of Excellence (COEs) are more streamlined and adaptable. They use their specialized knowledge to quickly adjust and meet changing talent needs.
Gartner shows this transition from the old, three-part model into a new HR Operating Model of the Future that is optimized to help modern HR leaders meet business goals. The model includes:
The new model’s comprehensive HR operations and service delivery team manages the data, analytics, and technology that enhance HR’s operational efficiency. Extending beyond the traditional scope of shared services, this team ensures a more integrated and efficient approach to HR functions.
Further, Gartner reports the traditional HR Business Partner or HRBP role has also transformed into three distinct and specialized roles.
HRBP roles under this model include:
This evolution reflects a more targeted and effective approach to managing human resources.
In our work with HR leaders and their organizations, our team has found that the HRBP role has evolved significantly, with role descriptions varying widely by company and specialized by business area.
In the first role for HRBPs, they set aside operational concerns to focus on talent strategy.
By handing operational responsibilities to a service delivery team, these HRBPs can focus on challenges and opportunities related to talent within a specific department or business unit.
These folks must look at the big picture to determine how talent strategy can help accomplish business goals. The role of HRBPs is evolving to meet the dynamic demands of today’s workforce. HRBPs are now essential strategic partners to Talent Acquisition (TA) teams, working closely to attract and select exceptional talent. They go beyond traditional HR functions by collaborating with TA to analyze the market landscape, providing critical insights that help shape growth and competitive strategies in highly sought-after fields and markets. This partnership assures that organizations not only find the right talent but also stay ahead in an increasingly competitive environment. By aligning talent acquisition with broader business goals, HRBPs play a pivotal role in driving organizational success and fostering a thriving workplace culture.
The new HR model also demands an HRBP team that owns the problem-solving function previously owned only by individual HRBPs. This group of HR professionals dedicate their efforts to addressing issues by updating policies, practices, and resources. This agile team helps tackle the most important HR problems. Working on short-term projects, they collaborate both with end-users and C-suite leaders.
This group of HRBPs focuses on addressing urgent employee needs. From legal compliance issues to workplace disputes, People Relations Managers take on responsibilities traditionally owned by the HRBP. This creates space and opportunity for talent leaders to focus on strategic planning and execution.
Evolving the HRBP role into the focus areas shared above can lead to enhanced organizational capabilities and efficiency. Our team at Frederickson has heard about these improvements firsthand–below area some examples of the benefits.
The following case studies showcase two HRBP leaders our team collaborated with, highlighting the diverse demands and opportunities inherent in the HRBP role.
These cases make it evident that the HRBP role includes a strategic component that can enable people to advance to senior HR leadership roles. They also show that companies can develop talent in-house, and .
The HRBP role is rapidly evolving to meet the demands of today’s workforce. By transitioning from an operational task focus to one of strategic talent leadership, HRBPs will become key drivers of organizational success.
A new and emerging HR operating model allows HRBPs to enhance strategic alignment, increase efficiency, and improve employee engagement. This transformation is about adopting new practices and building a culture of continuous improvement and innovation within HR. By establishing a proactive, data driven HRBP model, HR strategies can better align with business goals, leading to better resource allocation, cost savings, and a positive workplace environment. By embracing these changes, organizations can cultivate a thriving and competitive workplace, prepared to tackle future challenges and seize new opportunities.
Looking to hire your next HRBP? Connect today with the team at Frederickson Partners, a Gallagher company, to learn more about our expertise and how we can support you.
Mehreen Khan , Senior Marketing Communications Specialist, has past HR experience as a Workplace Practices Specialist. Mehreen is currently pursuing her Masters in Industrial Relations and HR at the University of Toronto, where she also earned a B.A. with Honors in English. She holds an advanced diploma in Journalism and two graduate certificates in HR management. (See Mehreen's LinkedIn)
Frederickson Partners, a Gallagher company is a market leader in retained executive search since 1995. As one of the top-rated HR executive search and C-suite recruiting firms, we have expertise in placing Chief People Officers, Chief Human Resources Officers, Chief Diversity Officers, Chief Financial Officers, Chief Legal Officers and many other senior leaders. We draw on a broad network of rising and established executives and leaders, and a 28-year reputation as a talent acquisition and HR Advisory provider.