HRBP 3.0 @ ACEyourHR.com [coming soon]
Companies have been passively pulling at the thread of HR reinvention for years -clear on the issues, overwhelmed at the roadmap to course correct. So we make moderate adjustments [enter HRBP title!], with the goal of pushing the function forward, without formally removing the chains which keep the function decidedly stagnant. In the best of situations, we have our strategic partners who are primarily leveraged as such but can play the role of donut icers. In the more unfortunate scenarios, we have wholly untapped talent buried under mountains of administrative to-dos.
The Human Relations Movement started in the 1930’s, based on studies that highlighted the importance of social relations in the workplace.? Following WWII and from the late 20th century -now, HR has evolved into strategic partner roles within organizations, ideally focused on broader issues like organizational culture, leadership development, strategic talent management and diversity and inclusion.??
The above four-mentioned areas of expertise is likely what will be the deciding criterion for an HRBP interview on the employer and employee side, only to have the day-to-day look quite different in practice than in theory.
Most HR structures do not support maximizing our talent.??
3 glaring mistakes we make:?
- We don’t differentiate between HR Managers and HRBPs.? These are entirely different roles [and skillsets!!]. The needs of these roles require two entirely different humans.? BUT, they should coexist ?? and are equally important.? Companies need to be honest with themselves about their needs and hire accordingly. HR Managers oversee policies, procedures, and programs.? They should be responsible for light thought partnership, systems operation, compliance and sometimes administrative COE tasks. HR Business Partners? act as consultants or advisors to the business, responsible for aligning HR strategy with business goals.? They should work closely with senior leaders to develop plans that affect the workforce / help achieve business objectives.??
- We are typically in a state of reactivity, even for things we have control over.?? Not deploying an HR calendar at the start of each year is a miss. Even in the absence of confirmed dates, rough estimates of what managers can expect and the roles they will likely need to play would go a long way. By not proactively sharing our roadmap, we perpetuate the perception of lack of transparency, support and value add from the HR team.
- We’re worried about our COE agenda, instead of making managers' lives easier.? We need to create the easy button for managers.? This should not be by taking on administrative responsibility for them but rather creating lightweight workflows that are designed to get the most out of them with as little lift as possible.
- Hiring appropriately for HR Manager / HRBP role. The HR Manager skill set: operational, regulatory knowledge, business acumen, administrative skills, employee relations + fundamental COE proficiency. HRBP skill set:? strategic thinking, specialized business acumen, change management, analytics, consultative approach, relationship building, demonstrated track record of influence
- Proactively map out and produce HR plans, roadmaps and measurables: this will require clarifying roles, responsibilities and expectations of the HR team to the business [aligning on 'what good looks like' across HR levels and roles will be the pre-req here.]
- Everything we do should be focused on our Managers: they are the medium through which we make or break talent.? How are we relentlessly focused on holding a high bar for talent across this group, transitioning them from managers to coaches, and making all things people-related as simplistic as possible with the goal of them ‘packing a bigger punch’ in their HR-related efforts?
