HRBP在未来HR运营模式中的角色演变+The+Evolving+HRBP+Role+in+the+HR+Operating+Model+of+the+Future

GartnerforHR

TheEvolvingHRBP

RoleintheHR

OperatingModel

oftheFuture

TheEvolvingHRBPRoleintheHROperatingModeloftheFuture

Published13January2023-IDG00781472-9minread

HumanResourcesResearchTeam

Initiatives:HRCompetencySelf-DevelopmentResourcesforHRProfessionals;HRFunctionStrategyandManagement

ManyHRfunctionsarerestructuringtobemoreefficient,flexibleandstrategicallyalignedtothebusiness.HRprofessionals—morespecifically,HRbusinesspartners—canusethisresearchtounderstandthedifferentrolestheycanhaveintheHRoperatingmodelofthefuture.

AsHRfunctionsrestructuretobemoreefficient,flexibleandstrategicallyalignedtothebusiness,newopportunitiesareemergingforHRbusinesspartners(HRBPs).InourHRoperatingmodelofthefuture,theHRBProleevolvesintothreenewpositions:strategictalentleaders,theHRproblemsolverpool,andpeoplerelationsmanagers.ThisarticleprovidesbackgroundontheHRoperatingmodelofthefutureanddetailstheresponsibilitiesandcompetenciesofthesethreenewrolesforHRBPs.

IntroductiontotheHROperatingModeloftheFuture

Despitedrasticchangestothebusinessenvironment,HRoperatingmodelshavenotseenmuchrecentinnovation.MostHRleadersin2022reportedthattheirorganizations’HRfunctionstructuralelementsincludeHRBPs,centersofexcellence(COEs)andHR-onlysharedservices,inlinewiththethree-pillarHRoperatingmodel.1WhileincrediblyeffectiveatdeliveringHRexpertisetothebusiness,thismodelisnowdecadesoldandinsomewaysincongruentwiththerealitiesofworktoday.

Organizationstodayarefacedwithmanynewglobalchallenges:persistentlyhighinflation,growingcompetitionfortalentandunpredictableglobalsupplychaindisruptions.Inthisuncertaineconomiccontext,HRmustbecomemoreflexibleandagile,morestrategicallyalignedwithbusinessandemployeeneeds,andmoreefficientoverall.In2022,HRleadersidentifiedtheirtopthreereasonsforrestructuringthefunctionasimplementingnewapproachestobecomemoreagile,improvingtheconnectionbetweenHRandthebusiness,andseparatingtransactionalandstrategicwork.1

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Toaddresstheseneeds,wehavedevelopedavisionforfutureHRoperatingmodels,whichsomeHRfunctionsarebeginningtoadopt,eitherbyincorporatingelementsofthismodeloroverhaulingtheirfunctionscompletely.Whileourresearchshowsnosingular“perfect”modelexists,theHRoperatingmodelofthefutureprovidesasetofguidingprinciplesthatcanhelpeveryHRleader—independentoffunctionalsize,geographyormaturity—upgradetheirstructuralmodelandachievetheirfunctionalgoals(seeFigure1).

Figure1.TheHROperatingModeloftheFuture

TheHRoperatingmodelofthefuturediffersinseveralkeywaysfromthethree-partHRoperatingmodel.Forone,COEshavebecomeleaner“nextgenerationCOEs,”flexingtheirsubjectmatterexpertiseinspecializedareasagilelyastalentneedschange.Additionally,abroaderHRoperationsandservicedeliveryteamhoststhedata,analyticsandtechnologycapabilitiesthatdriveHR’soperationalefficiency,expandingbeyondthetraditionalremitofsharedservices.Finally,theHRBProletransitionstothreenew,different-in-kindroles:strategictalentleaders,theHRproblemsolverpoolandpeoplerelationsmanagers(seeFigure2).

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Figure2.RealignmentofHRBPsintheHROperatingModeloftheFuture

Role1:StrategicTalentLeaders

RoleDescription

Strategictalentleadersareananalyticallyoriented,VP-levelevolutionoftheHRBP,focusingonHR’sstrategicpriorities.Theyidentifythemostpressingtalentopportunitiesandchallengesthroughouttheorganizationandarealignedwithaspecificbusinessunitorfunction,owningtalentmanagementstrategyforthatgroup.

ByremovingtheoperationalworkfromtheHRBProle,strategictalentleaderscanfullydedicatethemselvestothemostpressingstrategicprioritiesofthefunction.WithintheHRoperatingmodelofthefuture,theHRoperationsandservicedeliveryteam,whichincludespeoplerelationsmanagers,canfullyownoperationaltasks(seeRole3).

SkillsandCompetenciesforThisRole

Effectivestrategictalentleadersmustthinkholisticallyaboutthestrategyofthebusinessandtalentprocessesthatsupportthebusiness’sgoals.StrategictalentleadersmusthaveabreadthanddepthofexperiencewithinHRthatallowsthemtounderstandtheirbusinessunitanddevelopappropriatesolutions.

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Successinthisrolerequiresstrongbusinessacumenandtalentmanagementskillstoworkwithandinfluencethealignedbusinessunitorfunctionalleader.StrategictalentleadersmustalsohavestrongstrategicconsultingandrelationshipmanagementskillsthatenablecollaborationandnetworkingbothwithintheHRfunctionandthroughouttheorganization,leadingtosynergiesinworkandbusinessgoals.Abackgroundinconsultingisnotarequirementforthisrole,butstrategictalentleadersmustlistentotheproblemsofthebusiness,challengebusinessleaderassumptions,teachleadersaboutthetalentimplicationsofdecisions,andthenpresentalternateexplanationsandideas.

Highproficiencyindatajudgmentwillhelpstrategictalentleadersanalyze,interpretandcommunicatedataeffectivelyandresponsiblysotheycandrivebusinessoutcomes.AnaddedemphasisondatawillallowtheHRfunctiontoassessitsprogressandquantifythevalueofitsimpactonthebusinessatlarge.

Intoday’sbusinessenvironment,strategictalentleadersarealsorequiredtoprovidestrategicinputstoensureequityandinclusion,addressturnoverandretentioninacompetitivelabormarket,helpmanagersevaluateperformancewithoutbias,andmonitoremployeesentimentandwellness.

Thisroleentailsmuchlesshands-onworkthanatraditionalHRBPbecausealotofoperationaltasksarepassedtothesharedservicescenterorpeoplerelationsmanager.Strategictalentleadershavemuchlessday-to-dayoperationalcontactwithmid-andlower-levelmanagersandfrontlineemployees.Thisrolemightnotbewell-suitedforHRBPswhowouldfeeloutoftouchwiththeirbusinessunitorfunctioniftheycouldnotreplacefirsthandinteractionswithdatatoassessthestateofthetalentintheunit.

Role2:HRProblemSolvers

RoleDescription

AdynamicpoolofproblemsolversthatworksonvariousstrategicprojectsisacriticalcomponentoftheHRoperatingmodelofthefuture.Thisteamworkstogetheronsomeofthemoreproject-basedworkformerlyownedbytheHRBPandotherHRexperts,suchascreatingandupgradingresources,practicesandpoliciesusedbyHRandtheworkforce.TheHRproblemsolverpooleffectivelyservesasthe“flexmuscle”oftheHRfunction,agilelyworkingonprojectsandsolvingHR’smostpressingchallenges.Thoseinvolvedwiththisteamcaneitherbeapartofotherworkstreamsorbeapermanentmemberofthepool.

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Problemsolvers’primaryjobistodefinetalentproblemsandhypothesize,testandbuildsolutions.Problemsolversworkagilelyonmoretemporaryprojectassignmentsandcanberedeployedbasedonneed.Problemsolversworkcloselywiththeirendusers—employeesandmanagers—andwithCOEteamswhoprovidethemwithdeepHRexpertisetohelpthemwiththeirprojectassignmentssotheycandelivercustomer-centricsolutions.Examplesofprojectsthatsomeorganizationshaveusedaproblem-solverpoolforincluderevampingonboardingprocesses,refreshingcompetencymodels,updatingemployeevaluepropositionsandimplementingdiversityrecruitingstrategies.

HRBPsaregreatadditionstotheproblem-solverteamduetotheirunderstandingofemployeeneeds.Theycanprovideuniquevaluetotheteamwiththeirunderstandingofthebusinessandcanhelpdesignrelevant,scalablesolutions.

SkillsandCompetenciesforThisRole

Thetypesofprojectstheproblemsolverpoolwilladdresswillinfluencetheskillsandcompetenciesmostappropriatefortherole.However,anyHRBPswhomoveintotheproblemsolverpoolshoulddemonstratehighagilitybyembracinginnovativeideas,beingcomfortablewithiterativewaysofworking,synthesizingawiderangeofinformation,havinginterestincollaboratingwithindividualsthroughoutHRandtheorganization,andpossessingtheabilitytotailorcommunicationbasedontheiraudience.

Corecompetenciesforthisrolearesimilartothoseofaconsultantcompetencymodel:projectmanagement,consultativeproblemsolving,relationshipmanagement,growthmindset,andcreativityandinnovation.Projectmanagementandtheabilitytoworktowardstrictdeadlineswillbeparticularlyimportantskillsforamemberoftheproblemsolverpool,giventhelargenumberofinterdependenciesthatproblemsolverpoolprojectstendtoinvolve.

Thisroleisnotagoodfitforthosewhoenjoyroutine,asthenatureoftheprojectworkmeansfrequentchange.Iftheorganizationdoesnothaveafull-timeproblem-solverpool,gettinginvolvedinprojectsthroughthepoolcanbeagreatopportunitytodevelopskillsandgainexposuretootherareasofHRandthebusiness.CurrentHRproblemsolverswhoaspiretoastrategictalentleaderroleshouldfocusonbuildingtheirproficiencyinstrategicHRexpertiseandunderstandingHR’sobjectivesandprocessesmorebroadlyastheypertaintotheoverallstrategyofthefunction.

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Role3:PeopleRelationsManagers

RoleDescription

PeoplerelationsmanagerscompriseacentralpoolofHRstaffthathelpaddressemployees’andmanagers’mosturgentneeds.ThisroleownsmuchoftheworkthatistraditionallyownedbytheHRBProle,includingcomplianceandemployeerelationsissues(e.g.,mediatingworkplacedisputes,harassmentclaimsorotherlegalmatters)andpeoplemanagersupportresponsibilitiesthatarenotself-serveorautomated(e.g.,peoplemanagementcoaching).Peoplerelationsmanagersplayakeyroleinsupportingtheworkforceandensuringemployeesareengaged,productiveandhappy.

PeoplerelationsmanagerssitwithintheHRoperationsandservicedeliveryteam,alongsidesharedservices,humancapitalintelligenceandtheHRtechnologyteam.DependingonyourHRstructureandyourdivisionofoperationalresponsibilities,HRBPsmovingtothisteammayalsoorinsteadchoosetoworkinsharedservices,focusingondrivingprocessefficiencies.

ByhandlingmuchoftheoperationalworkoriginallydonebyHRBPs,peoplerelationsmanagersplayacriticalroleinensuringthestrategictalentleadershavemorespaceandtimetofocusonstrategicthinking.

SkillsandCompetenciesforThisRole

Theroleofpeoplerelationsmanagerismostsimilartothatofajunior-levelHRBPwhoisnotheavilyinvolvedinstrategicwork.HRBPswhohaveastrongfoundationalunderstandingoftalentmanagementandunderstandtheprocesses,policiesandsystemswithinHRarewell-suitedtothisrole.ThetypesofHRBPswhoenjoythisrolelikeworkingdirectlywithemployeesandmidlevelorfrontlinemanagers,andareabletoresolveconflictsandproblemsquickly.

MovingfromapeoplerelationsmanagerroleintoastrategictalentleaderroleisareasonablestepinanHRcareerwithintheHRoperatingmodelofthefuture.However,thismoveoftenmeanslessdirectcontactwithemployeesalongwithmorelonger-termproblemsolving.Peoplerelationsmanagerswhoaspiretoastrategictalentleaderroleshouldfocusonincreasingtheirproficiencyindatajudgmentanddeepeningtheirindustryandorganizationalknowledge.

RecommendedbytheAuthorsforGartnerClients

HRProfessionalsCompetencyModel

HRProfessionalsCompetencyModel:ResourceGuideforHRProfessionals

HRCompetencySelf-DevelopmentResourcesforHRProfessionalsPrimerfor2022

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Tool:BusinessAcumenBuilderforHRProfessionals

Tool:ActiveListeningGuideforHRProfessionals

Webinar:TheFutureofHRBPsinAnAgileEnvironment

WhatDoestheFutureofWorkMeanforHRBusinessPartners?

EvaluateThreeStructureOptionsfortheHRBusinessPartnerRole

TheHROperatingModeloftheFuture

Evidence

12022GartnerStateofHRTransformationExecutionSurvey.Thissurveywasconductedonlinefrom4Aprilto25April2022tounderstandthecurrentstateoftransformationwithintheHRfunction.Intotal,38GartnerResearchCirclemembersparticipated.MembersfromNorthAmerica(n=27),EMEA(n=4)andAsia/Pacific(n=6)respondedtothesurvey.

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