An effective HR business partner can boost performance by up to 22 per cent. How can HRBPs maximise their impact and bridge the gap between HR strategies and broader business goals?

As the remit of the HR function expands, there is an increasing need for strong alignment between people strategies and broader business goals. 

For many businesses, HR business partners (HRBPs) are integral to this alignment, acting as the intermediary between strategic vision and operational execution.

High-performing HRBPs have been found to improve employee performance by up to 22 per cent, employee retention by up to 24 per cent and profit by up to nine per cent, reports Gartner.

Being an effective HR business partner requires shouldering a dual responsibility to leaders and to the workforce, says Tess Eames MAHRI, Acting Senior HR Business Partner at Mater.

“We manage the balancing act of being that trusted advisor for leaders, while also meeting employee needs and outcomes,” she says. “We walk that tightrope on a day-to-day basis.”

Bridging the gap between HR and leadership

One of the core responsibilities of HRBPs is bridging the communication gap between HR and executive leadership. 

“The more you can put yourself in your leader’s shoes, the more credibility you can build with them,” says Eames.

“The way that I operate as a business partner is by adding as much value as I can to a leader. I’m very conscious and aware that their time is precious, so how can I present the information in the most concise way and [offer] support and guidance in a way that really makes sense to them?”

Speaking the language of leaders requires HRBPs to develop strong commercial and financial acumen, as well as a deep understanding of what’s achievable for the business.

“Meet the business and the leaders where they’re at,” she says. “[For example], we may want to be at level 10 [in a certain area] but, really, the organisation may only be ready for level five. So it’s important to think about what’s realistic, and what the journey looks like. Meeting [leaders]  where they’re at can help to translate ‘HR speak.’”

An HR business partner can improve their own ability to view strategies through a leadership lens by gaining more exposure to different sides of the business.

“Step into business as much as possible, and invest that time in understanding the business. Can you shadow a leader? Can you spend time physically with other teams? Be curious, and ask questions… The more you can embed yourself within the business, the better you can actually understand and translate HR strategy and [partner with] the business as effectively as possible.”

Read HRM’s article ‘5 types of questions that strategic leaders ask’.

This cross-functional exposure can also help build a strong network of subject matter experts across the business – an essential tool in an HRBP’s toolkit, she says.

“As HR business partners, we’re in a true generalist role – we can’t be an expert in everything. And one thing that’s helped me throughout my career is building a great network across the HR specialties. So I’ve got great contacts in OD, in employee engagement, in IR, health and safety, [et cetera]. It’s really amazing to nurture and leverage those connections so you can see what’s worked really well in different contexts.”

How can HR business partners balance reactive and proactive HR?

One challenge HRBPs often encounter is the constant tug-of-war between big-picture strategy and reactive people management.

“As HR business partners, we love to think strategy,” says Eames. “That’s a key component of our role. But we can often find ourselves in that reactive space addressing whatever operational issues are arising on a day-to-day basis. So it is really important to carve out some time for strategy and creative thinking. 

“And that can be as simple as adding time in the diary and really sticking to it. It’s easier said than done, and obviously things pop up, but it’s just about being flexible and proactive with your approach.”

Investing time in forecasting and planning for potential obstacles in the future can also help HRBPs avoid being blindsided and distracted from the big picture, she adds.

“For instance, I’m working in healthcare at the moment, so I’m keeping across all the evolving things that are happening externally and thinking about how this will actually impact the business that I’m supporting. 

“There might be something coming up in the market that we think is going to have an impact on turnover, or that might have an impact on our attraction, retention or engagement. So by investing time creatively and strategically now, we’re not having to operate in that reactive space in the future.”

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Partnering with the business through change

As the link between leaders and the workforce, HRBPs are often placed at the forefront of change management.

As Eames puts it, “The one thing that is guaranteed in a business partnering role, and is guaranteed in most business environments, is change.”

To help guide organisations through transitions while maintaining employee engagement and alignment, she suggests identifying and working with those who embrace and advocate for change. 

“If you think about that change cycle, there are always going to be the early adopters, the stragglers, and those that just may be permanently resistant to change. It’s about investing your time where you get the most bang for your buck in bringing people along the journey. It’s not going to add too much value if you’re focusing on the people that will not budge,” she says.

“You’re better off investing in those early adopters and some of the stragglers, understanding what’s going on for them and [deciding] how you can best communicate and support and bring them along that change journey.”

Protecting your wellbeing

Particularly in times of change or uncertainty, the demands of HR business partnering can take a toll on practitioners. Burnout is a significant risk, especially for HRBPs tasked with managing emotionally charged situations while also maintaining a strategic outlook. 

To manage this load, Eames stresses the importance of self-care and peer support. 

“If we’re not taking good care of ourselves and we’re not practicing what we preach, how can we transparently and authentically show up on a day-to-day basis?”, she says.

“Having really good support in your personal life and good practices for your own health and wellbeing is essential. But so is having strong peers and colleagues in your industry so you can communicate with them, build those strong networks and know you’re not in this alone.”

For more tips about how HR can look after their own wellbeing, listen to AHRI’s podcast episode with Dr Adam Fraser on this topic.