It's unlikely to do your CV any harm, although your skills and knowledge may well get rusty. But are you doing the job you were recruited to do?

Presumably you had a job description before you started work? If so, look back at that to identify any areas of work you aren't fulfilling that you expected to. Then take those back to your own LM for clarification: you were recruited to X, Y and Z, but you've found you're only doing X. Is there something you're missing? Or are Y and Z not really part of the role?

If I were in your position as an HRBP, given a culture of autonomy and empowerment, I would be arguing for a lot of the work you describe - recruitment, onboarding and appraisals, for example - to be delegated to the regional managers, but under your supervision. That would then give you a training/coaching role, and give you some leeway then to start looking objectively at the different regions' strategic needs for talent that might allow you to start tailoring the recruitment and appraisal approaches on a regional basis - which is what an HRBP should be doing: acting as a conduit between business units and central leadership to ensure that central processes and policies meet local and specialist needs, and influencing them to change as and when they need to.

In reply to Robey:

Hi Robey, thank you for responding. Yes the role is as remit but what I didn't realise was how little opportunity there would be to provide HR insight.
Recruitment onboarding and appraisals are carried out by business leaders as well; I simply organise them. And this is only if my services are requested.

Frequently I hear of a people situation that could have been handled better by business leaders but the business model is all about leading by example only and not getting 'bogged down' in people issues. People therefore succeed or fail. Meaning any HR coaching/ feedback is not warranted.

It's a very different model in which to operate HR. Your point around acting as a conduit however may be something that I focus far more on.
Thanks again.

In reply to Catherine Fleming:

How can you create your own opportunities to provide HR insight? How many relationships with the business leaders have you cultivated to engage them in conversation about their business priorities? Who are the business leaders you can target to develop these relationships? Is there just one you can start with?

Catherine

Reading this post alongside your other recent posts I suspect this isn't the organisation for you and that in the short/medium term it will be time to move on.

In the meantime I would be less concerned about theoretical damage to your Cv and focusing entirely on getting a much practical experience and opportunities as you can to make the best of this set up.

Best of luck

In reply to Keith:

Yes Keith you have committed to print what my head has been telling me for a while. Thank you.

In reply to Catherine Fleming:

Hi Lorna Jayne yes I have began to forge relationships with business leaders and yes some are more susceptible to my offering right now than others. Slow process but shall keep at it

In reply to Catherine Fleming:

Just to add (although it's a bit of a truism) that the managers you're supporting will be more likely fully and deeply to involve you and to seek out your advice and guidance if they think this will significantly help them complete their tasks effectively - the more you can win their confidence and respect, the more likely it is that you'll become a real 'business partner'

In reply to David:

Thank you David.