Greetings to all HR professionals!
I have a query: why is experience required in an HRBP role to get a job in HRBP profile? Even those who are working as an HRBP today had to start from somewhere. So, why is there a stereotype among interviewers that a person with an HR generalist profile can't handle an HRBP role?
From India, Pune
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7I have a query: why is experience required in an HRBP role to get a job in HRBP profile? Even those who are working as an HRBP today had to start from somewhere. So, why is there a stereotype among interviewers that a person with an HR generalist profile can't handle an HRBP role?
From India, Pune
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In my view, a generalist profile shall not be an impediment to an HRBP role. A generalist will have an overview of HR across the functions in relation to business, though he might not be involved in strategies aligning HR to the business. The HRBP role is a more specialist role in this regard and requires knowledge of both HR and business. Therefore, a generalist's knowledge shall complement the HRBP role. It seems that now, every role is perceived as an HRBP role in one way or another, with varying levels of participation in the HRBP function. It is only a perception issue of the hiring manager.
B. Saikumar
HR & Labor Relations Consultant.
From India, Mumbai
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B. Saikumar
HR & Labor Relations Consultant.
From India, Mumbai
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Dear Mr. Saikumar,
I too had the same question that Pandey had. Thanks for sharing your thoughts.
With regard to your statement, "It seems now therefore every role is now HRBP role only in one way or other with varying levels of participation in the HRBP function." Can you be specific on what is the most significant role as an HRBP? How to upgrade from an HR Generalist to an HRBP? What are the traits required?
Thanks in advance!
Sumithra Krishnan.
From India, Madras
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I too had the same question that Pandey had. Thanks for sharing your thoughts.
With regard to your statement, "It seems now therefore every role is now HRBP role only in one way or other with varying levels of participation in the HRBP function." Can you be specific on what is the most significant role as an HRBP? How to upgrade from an HR Generalist to an HRBP? What are the traits required?
Thanks in advance!
Sumithra Krishnan.
From India, Madras
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Hello Sumithra,
It is my personal view on HRBP role. For me, every HR function can be thought of from a business perspective. It is only the way you think about HR that differentiates between a traditional HR role and an HRBP role.
Take, for example, the issue of late coming of staff in a retail business unit. As a traditional HR professional, you look at the issue from the angle of discipline and how it affects general discipline in the unit among the employees. The focus of such thought process will be to discipline the delinquent employee by sermonizing him first. If he does not mend his ways, then issue him a memorandum, followed by a show-cause notice, etc., until either he changes his behavior or loses his job.
As an HRBP, you will approach the issue from a business perspective. You will investigate how his late coming is affecting the business. His tardiness must be affecting customer service, which, in turn, must be hurting the business and consuming other senior executives' time in attending to complaints from customers.
Then you will think about how to ensure uninterrupted customer service despite his late coming. What are the options? Who can replace the delinquent employee? How can you identify a good replacement? Do you need to develop a strategy to keep such resources ready to step in when needed? Whom should you discuss this plan with?
As an HRBP, you change the way you approach a problem from the traditional HR role of an enforcer of policies to that of a strategist, consultant, adviser, coordinator, and collaborator (through meetings, etc.) with operational management so that the HR initiatives proposed/suggested by you will impact the business positively.
You can extract an HRBP role from a generalist profile. However, this is not to ignore the disciplinary aspect of the issue. That also needs to be taken care of. This is purely how I think of the role because an HRBP is not someone who is manufactured by any special institute.
B. Saikumar
HR & Labour Relations Consultant
From India, Mumbai
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It is my personal view on HRBP role. For me, every HR function can be thought of from a business perspective. It is only the way you think about HR that differentiates between a traditional HR role and an HRBP role.
Take, for example, the issue of late coming of staff in a retail business unit. As a traditional HR professional, you look at the issue from the angle of discipline and how it affects general discipline in the unit among the employees. The focus of such thought process will be to discipline the delinquent employee by sermonizing him first. If he does not mend his ways, then issue him a memorandum, followed by a show-cause notice, etc., until either he changes his behavior or loses his job.
As an HRBP, you will approach the issue from a business perspective. You will investigate how his late coming is affecting the business. His tardiness must be affecting customer service, which, in turn, must be hurting the business and consuming other senior executives' time in attending to complaints from customers.
Then you will think about how to ensure uninterrupted customer service despite his late coming. What are the options? Who can replace the delinquent employee? How can you identify a good replacement? Do you need to develop a strategy to keep such resources ready to step in when needed? Whom should you discuss this plan with?
As an HRBP, you change the way you approach a problem from the traditional HR role of an enforcer of policies to that of a strategist, consultant, adviser, coordinator, and collaborator (through meetings, etc.) with operational management so that the HR initiatives proposed/suggested by you will impact the business positively.
You can extract an HRBP role from a generalist profile. However, this is not to ignore the disciplinary aspect of the issue. That also needs to be taken care of. This is purely how I think of the role because an HRBP is not someone who is manufactured by any special institute.
B. Saikumar
HR & Labour Relations Consultant
From India, Mumbai
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Thank you, sir, for elaborating more on my question. In my experience with interviewers, it is essential to have a strong understanding of strategy planning, gap analysis, skill assessment, performance appraisal system development and implementation, playing a leadership role with business unit heads and clients, stakeholder management, change management, utilizing matrices, reports, and analysis. This role truly requires working closely with very senior management and stakeholders. To excel in this position, one must possess specific knowledge, skills, and experience.
From India, Pune
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From India, Pune
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