The practice of HR business partnership

Paula O’Kane (University of Otago), Martin McCracken (Ulster University), Travor Brown (Memorial University of Newfoundland) and Hadyn Bennett (Ulster University) report on their latest research into the HR business partner role.

Over the past 10 or so years we have researched the human resource business partners (HRBP) role and its associated function, conducting and analysing interviews with HRBPs, senior management, other HR staff, line manager partners (LMPs) and employees across five different organisations, involving around 150 participants.

Our aim was to understand the role of HRBPs, how the HRBP role played out in practice, and to make recommendations to organisations about how they could best enact the HRBP role. The central tension identified across all studies was the challenge associated with the operationalisation of the role. There was a recurring tension between strategic and operational activities, often resulting in relationship conflicts.

In this article, we highlight findings from two studies.

The central tension identified across all studies was the challenge associated with the operationalisation of the [HRBP] role.

First, in the study by McCracken et al (2017), we found that the individual HRBP role plays out differently depending on the relationship between the HRBP and LMP, and this relationship evolves over time. While at the beginning of the relationship, the HRBP might play more of an ‘enabling’ role for the LMP, characterised by ‘handholding’ to undertake HR activities, as the relationship develops the HRBP is often able to step back and play more of a ‘supporting’ role. To move to the supporting stage, where an effective partnership is established, it is important that the rationale for the HRBP role is clearly and effectively communicated to all parties through a clearly defined job description. This was especially important for LMPs who needed to be made aware of the strategic direction of the role and provided with clear support and guidance to build their confidence in HR practices.

As the supporting role is enacted and protocols between partners solidified, a successful relationship results in LMPs upskilling and embracing HR responsibilities while HRBPs establish visibility and credibility. This enables the relationship between the two to flourish. Over time, this relationship can continue with shared ownership and individual growth being exhibited, but two alternative outcomes were also identified. Some relationships broke down, most often because the LMP remained reluctant to undertake HR responsibilities, often leading to the appointment of a new HRBP to the LMP, and therein reverting to a more ‘enabling’ stage in terms of the relationship. We also saw examples of LMPs and HRBPs excelling and learning from the strategic partnership, with some LMPs moving to an HR role and HRBPs to key HR-related strategic roles in their organisations. Overall, we found that not all partnerships were effective and, therefore, HR leaders need to continually reflect upon and review each partnership to create success.

From our research, we identified several tensions that emerged between both HRBPs and LMPs and HRBPs and other HR colleagues.

Second, in a recently published article (Bennett et al, 2024), we used the concept of tensions to understand the ‘supporting’ stage more fully. From our research, we identified several tensions that emerged between both HRBPs and LMPs and HRBPs and other HR colleagues. As we reflect upon this research, we make three practical recommendations to organisations enacting an HRBP approach. Each requires that the HRBP role be clearly established at the outset as strategic in focus, and efforts are made to decouple HRBPs from operational HR responsibilities.

Preparation and clarification. Ensure that a shared understanding of the HRBP role is created between all those who interact and engage daily with HRBPs. This should include clear development and communication of the role’s expectations, the creation of a shared partnering climate and fostering shared ownership of the partnering model.

Development of clear formal job descriptions and provision of full training. This will reinforce understanding and acceptance of the strategic nature of the HRBP role before it is enacted. LMPs should receive clear information about who to contact for each HR activity as well as receiving upskilling in devolved HR responsibilities and skills. It is important other HR staff clearly understand the role of HRBPs in their organisation and how their role interacts with the HRBP.

Relationship management. Establishing the strategic intention of the HRBP role should reduce the relationship tensions. But the two main HRBP relationships (LMPs and HR) must be nurtured and supported to ensure each continues to understand and undertake their individual responsibilities and neither goes off in its own direction.

In addition to the concepts discussed above, another potential solution we suggest is to think about using ‘junior’ or trainee HRBPs whose role is to support LMPs through the early introduction of the HRBP model and develop their operational competence. Finally, it is important there is strong HR and organisational leadership to ensure the success of the HRBP model, and all parties need to be aware that it takes time to fully implement.

Paula O’Kane is a Senior Lecturer in HRM at the University of Otago. She researches practical problems associated with HRM practice and is closely involved with HRNZ. The ongoing HRBP research project involves colleagues at Ulster University in Northern Ireland and Memorial University of Newfoundland in Newfoundland, Canada.