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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.

  • in reply to Cristine Jean

    A few things. Seeing the HR profession from outside it. Realising the need to think about business issues and not just HR issues. Realising that some people in the business would say "oh no, not him again" when I would contact them - and realising why they did that.

  • Hardest shift is moving from trusted advisor to influencing under political or emotional pressure; what helped me is slowing down, mapping stakeholders and framing decisions in business language. I also look at Brink customer service page on PissedConsumer to understand Brink’s secure cash logistics and ATM services and how their solutions are organized, which helps me connect operations with decision-making.