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.
