Cutting Through the Noise, Becoming More Resourceful

For a number of years, the conversation about Strategic HRBPs has brought to the forefront the central role HRBPs play in driving the business's strategic people agenda. Yet, the term “strategic” gets refreshed over time and has had a real boost as a result of the significant transformations in the talent space in recent years. With AI soaring ahead, the role of the HRBP is at a pivotal moment. Before we know it, many advisory and process-related “services” will be automated, leaving HRBPs to focus extensively on two main things: Talent and Change.

For very large and very small organisations, the role of the HRBP might see fundamentally different expectations and working models, yet most medium-sized+ organisations will see great value in their HRBPs demonstrating skills in areas they haven’t been involved in much previously. Such is Talent Management – and HRBPs should not miss out on the opportunity to play a key role in transforming their talent agenda.

Some organisations have figured it out and are already implementing the suggested below. For those who haven’t, and for you, the HRBP community, this is an opportunity to shape your personal journey proactively.

Things HRBPs should let go of

The term “Generalist” for HRBP is often misinterpreted as someone who needs to know very little about various HR disciplines. Today, with the growing focus on Talent and Change, it’s hard to argue that Organisational Design, Talent Planning, or Skills are not key to driving the People agenda and are “someone else’s job”. HRBPs who do so demonstrate a narrow view of their role, seeing processes as tasks to be delivered rather than fundamental pillars contributing to the strategic people agenda they own.

Strategic Workforce planning, often misunderstood as a “function” rather than a way to review and evolve the organisation, a perspective, and a way to engage, is also handed over to others, missing out on the unique value HRBPs can bring to the table.

Lack of data, from Skills data through Talent understanding to the basic people data, is often used as a key reason for low levels of HRBP engagement yet a growing number of organisations have increasingly high-quality data both in People analytics and Talent. Those that don’t are on a journey to building it and need HRBPs’ input. Data is not limited to numbers; it is created in conversations, can be qualitative, and is aften gained through the right questions and assumptions. All of those are already in the hands of HRBPs.

Lastly, Change, the activity that takes so much time and energy from HRBPs, can be completely transformed if planning and forward thinking were put in place. All of these need time, attention, and the right focus.

Where HRBPs Can Play a Transformational Role Today

The reason HRBPs are key to talent transformation today is that they know or have the capacity to know their clients better than almost anyone else, and their level of impact with client groups is often unparalleled. So – what can HRBPs do differently?

1.      Deep understanding of Talent

HRBPs must develop a profound understanding of talent within their client group and the organisation overall. Strong HRBPs already know where their business is heading and what success looks like in the short and medium term. They should add to their arsenal a clear view of the high-level skills and profiles requirements to help identify potential talent synergies and promote internal mobility. Enabeling internap mibility for example, goes beyond introducing the right processes and removing barriers, such as managers’ reluctance to let go of their people and can shape internal mobility from a Talent supply and demand perspective. 

HRBPs can “read the map” and identify significant skills transformations ahead, based on conversations with their leaders and centrally/externaly available data. At a deeper level, HRBPs can and should take part in (at the very least as observers) skills validation projects and when the organisation is shaping future leadership or talent profiles. Moving from a “recipient” to an “orchestrator” involves engaging with new, unfamiliar terms and content, but it carries enormous power and impact.

2. Organisational Culture

Each business has a unique culture that influences how things get done and should get done. People-related transformation projects, including introducing advanced talent, skills, and AI practices, depend on internal collaboration. HRBPs, knowing their clients well, can advise on cultural alignment to ensure strategies resonate with key stakeholders. This means sharing clients’ fear of change and potential barriers but, more so, shaping the nuanced approach to move in the right direction, considering clients’ context, culture, and motivation.

There is no better “organisational interpreter” than the HRBP, and to do so, HRBPs need to speak "few languages" or at least understand various "accents" that co-exist within the organisation.

3.      Embracing Organisational Design

Years ago, as I started my role as VP HR at a DCS, I witnessed the excitement of the previous HR VP following deeper conversations with the CEO and leadership about Organisational Design team after they had been trained (with other HRBPs) on the foundations of organisational design. Today, the need is greater than ever. As skills-based strategies come to the forefront, connecting organisational design to roles, tasks, and skills is pivotal. There is much data work to be inolved to achieve high-quality insights in that space, yet by becoming more knowledgeable and involved, HRBPs can engage in conversations about how organisational changes driven by skills can drive positive change and create tangible business value. The greatest opportunity lying ahead, though, is proactively shaping the organisation in a way that prevents or at least significantly reduces unnecessary changes and hugely disruptive redundancies, enabling continuous evolution.

So what?

None of that suggests that HRBPs should replace the expertise of specialists in Talent, Organisational Design, Skills, and Culture. However, HRBPs should be curious and open to developing their skills in these areas. By engaging with specialists, not as “service providers” but as teachers and mentors, and by getting involved in such projects, gaining baseline skills, and understanding the fundamentals, HRBPs can ask the right questions, challenge existing practices, and play a fundamental role in shaping a value-added people strategy for their organisation.

What sets Foresight Now apart from the competition is their deep understanding of the evolving talent space. By utilizing their wealth of experience, they guide companies through the complexities of talent management, helping them unlock the full potential of their workforce. At the core of Foresight Now's mission is their commitment to creating value for their clients. Through their consulting services, they provide valuable insights and customized solutions that empower organizations to thrive in today's competitive business environment. Their website serves as a platform to showcase their innovative consulting model and attract new clients seeking to stay ahead of the curve in talent management. By offering exclusively consulting services, Foresight Now demonstrates their dedication to providing top-notch expertise without any distractions. In conclusion, Foresight Now is leading the way in shaping the future of HR with their foresight and expertise in talent management. Organizations that partner with Foresight Now can expect to unlock new possibilities and drive growth in this ever-evolving industry.