The Plight of an HR Business Partner

Human Resources has undergone a huge transition over the last few decades; beginning in personnel, moving to HR and now we have all kinds of exotic combinations of Chief of Human Capital, Head of People and HC Directors.

The driving force behind most of this change is that HR wants and needs to be seen as more than a tactical or operational function. Yet to achieve this, and understand the strategic needs of the organisation, it has been noted by many that HR has to get closer to the business, hence the development of the HR Business Partner Model (HRBPM).

Over the last few years the HRBPM has been heavily criticised for not performing as expected. But Dave Ulrich, a key ambassador for the model, suggests that the reason lies with HR teams not having the necessary skills or commercial acumen to use the model effectively.  

According to the latest report by the CIPD Business Savvy: Giving HR the Edge, there are four core skills required by HR to be truly 'business savvy': Understanding the business model; Generating insight and impact through data; Connecting and collaborating with curiosity, purpose and impact; Leading with integrity.

Understandably, many HR teams struggle to achieve this alongside everyday workloads and priorities. But never fear, for those of you still getting to grips with your HRBP role, our sister company Human Potential Accounting, is offering a 1-day course that equips HR colleagues with the key attributes they need to become a commercially-focused internal consultant with true business partnering skills.

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