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Business Partnering

Gary

I’m due to deliver the CIPD Business Partner Practitioner programme (in March) and it’s prompted a reflection I’d be interested in members’ views on.

Many HR business partners I have worked with are technically strong, credible, and well-intentioned - yet still struggle to influence when decisions become politically charged, time-pressured, or emotionally loaded.

In practice, what’s been the hardest shift for you in moving from trusted advisor to genuine business partner?

Not theory - actual experience. What surprised you? What didn’t work the first time you tried it?

I’ve noticed some patterns, but I’m curious how this shows up across different contexts.

Parents
  • In my opinion (and I'm new to this world!) it hinges on three things:

    1. Trust from the organisation.
    2. The organisation actually wanting a bsusiness partner and taking what people professionals can do seriously.
    3. The people proferssional actually understanding the business.

    I think 3 was why I was successful in securing my first two pure HR jobs over candidates with good paper qualifications, I had extensive experience of my sector in a management role.
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  • In my opinion (and I'm new to this world!) it hinges on three things:

    1. Trust from the organisation.
    2. The organisation actually wanting a bsusiness partner and taking what people professionals can do seriously.
    3. The people proferssional actually understanding the business.

    I think 3 was why I was successful in securing my first two pure HR jobs over candidates with good paper qualifications, I had extensive experience of my sector in a management role.
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