• Replies 21 replies
  • Subscribers 12 subscribers
  • Views 2520 views
  • Users 0 members are here
Options
Related

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 Reply Children
  • in reply to Gary

    Culture is a huge thing to enable a shift. Many managers and business leaders do not have some of the necessary people tactical capabilities and this leads to a culture of over-reliance on People BP’s to be all things to all people. The focus and drive should be strategic, value add and alignment to the business but the culture shift around this can be significant. Better equipping leadership (and how to do this) to free up People BPs to be truly strategic,  is a pathway to explore.  The people profession also has to evolve to the world we are now operating in with AI and this in itself should help shift the dial around tactical to strategic.