Seeking Alpha in HR

How the right HRBP can change the way HR operates

A few weeks ago, I penned an article on the HR operating model and the significant role of the HR Business Partner (HRBP). It garnered substantial attention and prompted much discussion. If you haven’t had the chance to read it, I recommend starting there.

Recently, I had an insightful conversation with Joe Gonzalez from BCA Search, a long-time friend and HR thought leader. Our chat revolved around the challenges CEOs and CHROs face in finding the ideal problem-solving HRBP. Here's a distilled version of our discussion.

The Role of HRBP in Modern HR

The HRBP has become a cornerstone in our ever-evolving HR landscape. Yet, pinpointing the right HRBP remains both a necessity and a conundrum for senior leaders aiming for organizational prowess.

Some companies merely tweaked the HRBP model without realigning expectations or enhancing talent requirements. Let’s label this the "HRBP as Administrator." These HRBPs are operationally efficient, ensuring processes are maintained with precision. Their approach? Conventional. When addressing pivotal areas such as engagement, they might gravitate towards standardized surveys. Talent planning, for them, is about filling roles, and workforce optimization is mainly a numbers game.

Next, there's the "HRBP as Executor." This model emerged from the center of excellence approach. These individuals are doers. They get things done. They excel at deploying prescribed initiatives. When boosting engagement, they tend to implement well-regarded industry practices — without necessarily tailoring them to the organization. Their talent planning often circles established recruitment cycles, and workforce optimization leans on trending benchmarks.