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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.

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  • Great thread. Thanks to all that shared their experiences. Curious Gary. did these examples align to the patterns you are seeing?
  • in reply to Michelle Battista

    Thanks Michelle and yes, very much so. The CIPD course I am due to deliver - Business Partner Practitioner - is aligned to this way of thinking and this thread reassures me that it has the right approach, and that the things I push during delivery are the right things to push.

    For anyone interested - next course starts on 5 March and needs 1-2 more people to be able to run - do you know anyone who would benefit? Details here: https://shop.cipd.org/product?catalog=Business-Partner-Practitioner

    Gary

  • 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. 

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  • 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. 

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