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The report describes What you can learn from other HRBPs about effectively engaging and collaborating with BPs. The report:
In the report, you'll validate some of your behaviors by comparing them with the behaviors of the interviewees. The report may even help you reveal some of the unconscious behaviors you've been doing that are effective.
Start and Stop
The insights from the interviewees can help you determine what you can start doing and behaviors that you should stop doing.
From the Author
Let's face it: being an effective Human Resource Business Partner, or HRBP, is not easy. If you monitor professional social media, listen to attendees at HR conferences and chapter events, and read blogs and articles, you'll learn that too many professionals struggle to become perceived as trusted partners to the business.
One thing apparent is that many struggle to understand the HRBP role and function. Not surprisingly, many HR professionals who want to become HRBPs don't understand what is involved in performing the role or what they need to learn to succeed. Organizations' HRBP workforces vary in maturity. As a result, professionals may have the title but function less like an HRBP and more like generalists, employee-relations consultants, recruiters, or a collection of eclectic HR-related functions.
While HRBP models describe the role hypothetically, they may not articulate effective HRBP practices. To overcome this, I researched the role and created the HRBP Report for you. Using a qualitative approach, I interviewed practitioners who successfully built strong partnerships with business executives. Because I did a qualitative study, the findings aren't generalizable. However, you'll find value in how these HRBPs describe their role, function, struggles, and successes. Enjoy!