The critical keys for success in the HR Business Partner role

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significant part of my professional life I spent as an HR business partner or managing a team of people in this role. I will try to highlight the main challenges and success factors based on my experience.

Always start with a clear understanding of what you are responsible for

The role of an HR Business Partner is one of the least defined in the field of human resources. This can be both an advantage and a source of challenges. A recruiter is focused on bringing in the best people in the shortest amount of time and at the lowest cost. This is quite clear. With BPs, there are many shades of the role. Personally, I really enjoyed doing structured coaching myself with some managers in the organization. I cooached organic groups and management groups in team-building and development processes. On the other hand, I led BPs and also met colleagues who chose a different focus - for example, they worked deeply in recruitment processes. Others were involved in organizational training and development programs or welfare. I don't think there is one recipe, but there are three keys to taking on a role that will create maximum impact:

First, it is important to read the map and mark in which areas the organization needs us the most. In a startup that is doubling in size, you will have to be super involved in the recruitment process, both at the strategic and execution level, even if someone else is in charge of recruiting. In an organization that is growing less, with a 5% turnover, that is falling behind the competition in terms of product innovation, the focus must be on leading change and developing a culture of entrepreneurship and innovation.

A second key is to align expectations and clarify areas of responsibility. I like to use the "employee life cycle" to define who does what. For example:

• In which part of the recruiting process are you involved?

• What is your role in the process of internal promotion?

• What is your role in the process of salary updates?

Aligning expectations is the key to an effective partnership between HR and managers. By clarifying our areas of responsibility, we can ensure that our employees receive the support and resources they need to succeed

Consider your passion and area of strengh

It is completely acceptable and even recommended to focus on the areas where you are at your best. In those areas, you have the highest chance of producing excellence. Creating a dynamic of excellence will allow you to promote yourself to projects and roles that will support your career path. Here it is important to maintain balance, and not to skip over essential areas for success in the role, but the point is that personal excellence and personal development are certainly relevant parameters in the perception of the role.

How do we allocate our valuable time

We want to meet managers in persoon on a regular basis. There are HR meetings. It is important to stay in touch with the organization through business / Ops/ Tech meetings- to keep the context and relevance - after all, “we are Business Partners”. So how do we do it? It all starts with a strategy which reflects priorities: In many American companies, for example, the HRBP is focused on supporting relatively senior managers, while the support to employees is provided through a

“knowledge base” and an employee service center. Other companies believe in working more closely with all employees, for example in software companies where "human resources'' represent 80% or more of the company's expenses, hence the clear need to maximize the preservation and development of this resource."

One of the most effective ways I have found to implement the strategy and set expectations with internal customers is through SLAs - for example, defining that we meet every new employee, that we meet a manager at least once a quarter and a defined outstanding employee once a year, and so on. I strongly believe in meetings with employees to "feel the pulse" and to promote an open and empowering organizational culture. In order to increase "efficiency", it is very advisable to work with employee groups (round tables) which also have the added value of unique group dynamics."

Be a consultant and partner, not a “pipeline”

The issue of whether to be close to employees or management is not just quantitative, but also qualitative. We often encounter dilemmas such as "Who is the main customer?", "Who is loyal to whom?", and "What do I do with information that an employee shared with me in a private conversation about his manager?". There are no easy answers to these questions, but there is one principle that works well: strive for direct dialogue between your "customers", employees or managers. It is flattering that people consult you in confidentiality and entrust you with sensitive information. Often, people in the organization try to advance one agenda or another through you, to leverage your influence in the organization. Sometimes, they simply share their thoughts, frustrations, or difficulties with you. In any case, avoid falling into the "messenger" trap. This is not your role. Managers should communicate with each other, and the BP's role is advisory - to prepare the manager for the conversation, identify failures and potentioal objections. This will also help you avoid the trap of "losing trust", and promote a culture of open dialogue, as opposed to "behind the back" dialogue.

In every intro meeting with an employee or manager, raise this topic: clarify that your role is not to relay messages, but to "help you be more effective with your manager, colleagues, and so on."

The Servant of two masters

Another complexity of the BP role is the dual reporting to the HR department and the business unit. This is a common complexity in a matrix environment, but due to the sensitive nature, the "dual loyalty" becomes even more complex.

When do we feel it? When we are pulled in different directions - HR wants a uniform recruitment process and the business wants to "do it our way", HR pushes for a talent mapping process, and the business argues that it is really not the time. Whether you report to the HR VP or the business unit manager, your role is often to bridge the different perceptions - between HR's desire to build uniform organizational processes and perceptions (a one-company experience contributes to engagement + efficiency) and the business's desire to tailor a unique suit in an ultra-competitive world. The beauty is that you are in the best position to help the organization make the right decision, as only you have such an effective point of view on the different perceptions and needs.

By consistently building long-term partnerships and by striving for dialogue between the two sides when necessary, you can promote your approach, which is usually the most accurate.

Management of this complexity begins, by the way, with the development of a work plan - BP goals must be derived in parallel from the HR plan along with the operational plan of the business unit. Early expectation alignment and joint "signing" by both sides of your plan will prevent trouble in the future. The next post will delve into an important part of the role of the BP - the internal consultant