If you are currently studying your Level 5 and not following ER casework from start to finish, you are probably not working in a true business partnership role.

In the normal model of HR professional development, the role of HR BP usually *follows* that of HR Advisor. Unfortunately, lots of businesses have latched onto the term "HR Business Partner" and applied it in a way that bears little to no resemblance to the model described by David Ulrich when he proposed the concept.

What is it about the complexities of cases that worry you? You should have a good look through this forum, as there are dozens of examples of complex and challenging cases that members have brought to the community for help and advice, and many useful - and not always unanimous - opinions on how to address and resolve the most thorny of conflicts.

Also, whilst ER is often the part of the job that consumes the most time for an HR Advisor, having a generalist perspective on HR practice is going to be a benefit to you. A solid grounding in transactional administration is a must for a good HR Advisor, as the very first step in their work is often to understand what has gone wrong.

In reply to Robey:

Hi Robey,
Thank-you for your support and advice, I do agree with your comment on businesses adopting the HR BP title. Although my company have utilised the title within my role, the truth is that the HR function still has a backseat in administration and it lacks the exposure in supporting business decisions. For example, the entire organisation chart update did not include HR.

For me when I mentioned complexed cases, I need more experience in terms of basic ER processes to build my confidence in advising. Although I've had exposure to different challenges and generalist areas, my current company do not follow the typical HR processes and procedures. My role involves supporting the Head of Legal in taking minutes, collating supporting documentation etc. and a lot of the time the cases are resolved on an individual basis. Despite my persuasion that from a company image and ethical perspective, following a certain HR process will be beneficial in the long run, the senior directors always choose the short-cut and take a commercial risk. This always creates a challenge later on down the line.

This is one of the reasons why I am looking to move into a potentially junior role, to which I can experience these processes and develop an understanding of a more corporate structure and utilise my qualifications...

I completely agree with the comment on the CIPD community page. I've had so much helpful feedback on here, it has really supported me in my current role!

In reply to Annabelle:

my current company do not follow the typical HR processes and procedures

Your fellow HR professionals hear the pain in those words.