HR Business Partner (HRBP) - is it really business partners?

Over the past few years, there has been an excessive use of one official - the Business Partner for Human Resources (HRBP). However, many title holders and title holders did not seem to understand the meaning of this role. First of all, “HR Manager” and “HR Business Partner” are not the same and, therefore, cannot be used interchangeably. Secondly, the HR Business Partner is a senior-level role, and therefore, a person must have sufficient experience before he is assigned to HRBP. The HR business partner is equal to the HR manager, the HR department HR manager, the HR manager and the regional HR manager. Responsibilities of the HR Business Partner in any industry:

1. Aims and objectives of the cascade business segment to optimize the agreement between business strategies and human capital, ensuring effective implementation
2. Partner with the business segment leader to develop and deploy strategic planning objectives to create a dynamic organization with strong and sustainable growth.
3. Providing management and staff with guidance on the interpretation of company policies and procedures. Management and coaching staff relations and personnel issues in accordance with the Company's policies and best practices, including diplomatic, complaints, efficiency, over-servicing and lack of management
4. Counseling and guiding business leaders on talent management issues, including competency requirements, workforce planning, leadership selection, executive coaching, performance management, retention and success planning
5. Work in partnership with operational management teams to identify opportunities and areas for improvement to support improving the performance of organizations and people in line with business needs.
6. Drive efficiency and positive organizational results are achieved through poor alignment of systems, processes and structures to ensure the right behavior of people and their participation.
7. Employee data use (eg, exit interviews, climate survey results, turnover analytics) and performance management system to improve employee interaction, productivity and retention.
8. Develop and implement team / team development strategies, both proactively and, if necessary, to increase team efficiency. Present options to managers for organizational structure, roles and responsibilities, staffing levels and matrix management.
9. Maintain in-depth knowledge of legal requirements related to the day-to-day management of employees, reducing legal risks and ensuring regulatory compliance and policy compliance.
10. Achieve better, more sustainable business results through reasonable spending on people's expenses and help businesses make informed decisions about people's investments.

Competences required for successful HRBP -

1. Focus on achievement - This competence involves working to achieve results and improve individual as well as organizational contribution. The person who demonstrates this competence will analyze the organizational results to make decisions, set priorities, or select goals based on the calculated baseline data and results. This includes an analysis of the results of the process and people. In addition, it will track and measure results against a level of excellence not imposed by others. In addition, he will make decisions that allocate limited resources to achieve policy objectives.


2. Business Avenue - A person demonstrating this competence will have knowledge of organizational and strategic areas, programs, services, environmental impact and their long-term impact related to human resource management. In addition, he will be able to understand and articulate the direction, culture, business objectives and priorities of the organization and take appropriate measures to align these functions with the business direction and needs.


3. Change Leader - HRBP, demonstrating this competence, will be able to lead, develop, protect and promote changes in the workplace, strengthen the support and commitment of employees and departments. He will also be able to convince and convince others of supporting the recommended need for change by providing reasonable and logical options and solutions.


4. Determination - The decision maker assumes responsibility for the decisions and ensures that the decisions are in accordance with the law, precedent and established policies and procedures of the organization. He will put in place systems for actively monitoring risks and determining acceptable risk tolerances. In addition, it will integrate risk management into program management and organizational planning.


5. Impact and Impact - HRBP with the competence of “influence and influence” will be able to develop and maintain open and honest professional relationships with collections, customers and stakeholders. He will be able to convince, convince and influence others in order to reach mutual understanding and reach agreement. In addition, he will be able to lead and train a diverse group of employees, resulting in a team that can meet its goals and objectives, while maintaining a healthy, productive, respectful and safe work environment, free from discrimination. He will build "backstage" support for ideas.


6. Leading and developing teams - The main behavioral indicators of this competence are the ability of HRBP to develop and implement strategies that create, maintain and improve team morale and productivity, as well as contribute to creating a positive and collaborative working environment. It provides feedback to direct reports, peers and / or team members or other employees in behavioral rather than personal terms for development and reflects their available resources to contribute to their success. In addition, it creates an atmosphere of openness, trust and solidarity among employees, treating each person as a valuable team member, where people feel comfortable in expressing their opinions and needs.


7. Building relationships - Creating relationships involves the ability to develop contacts and relationships, internal and external to the organization, to facilitate the work or to get support. This type of relationship is often quite intentional and usually focused on how the relationship is maintained. HRBPs that demonstrate this competency continue to build and maintain critical relationships and networks of contacts that contribute to the achievement of goals.


8. Results orientation - Establishes and provides effective accounting systems for reviewing activities and goals against strategies; analyzes performance information to prioritize and take calculated risks to improve staff processes and activities, prerequisites for emerging problems and associated risks. An HRBP that demonstrates this competency can develop and maintain effective performance and accountability management systems, including activities and objectives that support organizational strategies.


9. Strategic orientation - HRBPs that demonstrate this competency, prioritize work in accordance with business goals, operate and implement strategies and policies in accordance with the strategies, objectives and goals of the organization. They review and revise the impact of existing policies, processes and methods on future changes and trends. They also provide contingency plans for problems and situations that may arise.


10. Subject examination - Detailed knowledge of the principles, concepts, strategies, current trends and problems of HR.

This report is an attempt to develop the role of an HR partner in an organization and emphasize its importance. I hope this will be useful for expanding your horizon of knowledge. HR partners play an important role in the organization if their role has been properly cut and interpreted. In the absence of the right knowledge, HRBP will become nothing more than a fancy job title and another addiction to staff.