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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
  • You'd know you've made that shift to a business partner when you're able to connect every people conversation with the bottom line. That, in my experience is what always go the attention of my stakeholders and they would do whatever you advise so long as it will help them improve the business position. Think of it as you helping them to drive profitability through people. Anything outside that wouldn't influence them.
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  • You'd know you've made that shift to a business partner when you're able to connect every people conversation with the bottom line. That, in my experience is what always go the attention of my stakeholders and they would do whatever you advise so long as it will help them improve the business position. Think of it as you helping them to drive profitability through people. Anything outside that wouldn't influence them.
Children
  • in reply to Esther Yinka-Babalola
    Exactly what I was doing as part of in interview process this morning. The candidate seemed to be not just highly technically competent but a real fit for our culture and values. However he would cost more than the budget allows.

    I have now asked the HoD & Supervisor, who said that we could perhaps bring some services in house if we employed this individual, to quantify the savings made and also increased flexibility of not needing to work round a contactor's availability to we can present this to our Bursar.

    A downside of working in education is that I'm involved in a lot more LM stuff than I should be, an upside is that I do get involved in LM stuff like interviewing (as I am safer recruitment trained) so can feed ideas like this into the process.