From Partner to Leader: The Evolution of HR's Role in Solving Business Challenges

In business, partnering and leading are two distinct concepts that have varying meanings and practical applications. A "partner" is different from a "leader," not just in definition, but in the competencies, capabilities, and scope of influence that each possesses. While the two roles may overlap, there is a fundamental contrast between them, with one having more limited power and influence than the other.

The field of Human Resources is no exception. Being an HR Business Partner (HRBP) is not the same as being an HR leader. The former is a senior HR professional who has a comprehensive understanding of how the HR function makes a line of business within a company successful. The latter, meanwhile, is someone who has leadership qualities and is capable of guiding other business functions and leaders in achieving their business goals through people operations.

In practice, however, HRBPs have been mostly transactional, spending most of their time running day-to-day support or partnering operations for their internal clients rather than strategic ones. Given that businesses' people challenges are among the top 10 challenges they face today, with issues ranging from attraction and retention to culture, employee experience, productivity, performance, brand reputation, and financial bottom line implications, HRBPs should evolve from "partners" to "leaders." This shift is necessary as it allows HR to move from just having "HR operational frameworks" to having a deep, strong belief in its potential to lead the way forward in addressing people-related challenges.

Most organizations are currently facing complex business challenges, and most of these challenges have to do with people. HRBPs, therefore, have a unique opportunity to take the lead and become HR leaders. Instead of becoming discouraged by how their organizations have approached people's challenges in the past, or how HR itself has stepped in to add value, they should believe in their potential to lead the way forward and evolve from partners to leaders.

There is a philosophical difference between the two models mentioned above. An HR professional who only sees him or herself as a "partner" may have all the technical qualifications and knowledge needed to do great technical, administrative HR work. However, their value will always be limited by the transactional scope of the role and the technical expertise they possess. On the other hand, an HR professional who believes in their potential to lead the way and who understands that they can add the most value to their organizations by solving business problems with people solutions will learn how to become an effective HR leader and believe that they can do it well.

In conclusion, the role of HR leaders is vital in today's business landscape, as organizations are dealing with people-related challenges more than ever before. HRBPs have the opportunity to take the lead and become HR leaders by evolving from "partners" to "leaders." By doing so, they will be able to help organizations address these challenges and create value through effective people operations.