This document discusses the evolving role of the HR business partner (HRBP) and strategies for success. It notes that traditional HR practices are no longer sufficient due to trends like new generations of workers and a more global, data-driven landscape. The HRBP role needs to shift from transactional to more strategic, focusing on skills like business acumen, analytics, and emerging workforce trends. However, organizational barriers can prevent HRBP effectiveness, such as outdated competency models and lack of opportunities to apply new skills. The document provides recommendations for overcoming barriers and developing key HRBP traits, including intellectual curiosity, problem-solving skills, and time management.

1. Drive and Thrive: HR
Business Partner
Mentoring for Success
Coach Darwin Rivers , CHRP CPM CEIP CLC

2. “So often, the problem is in the system,
not in the people, and if you put good
people in bad systems, you get bad
results. – Stephen Covey

3. Learning Agenda
3
New World with New Rules: Understand the case for change, why evolution
of the HRBP role in the new world of work is critical and key areas to focus
upskilling efforts .
Organizational Barriers : Understand the organizational barriers that
impede HRBP effectiveness. Learn considerations to inform your upskilling
strategy.
Call to Action: Guidance on how you can begin your journey ,
things you can begin to do

4. Evolving HR Landscape
4
5
--------------
Generations
of workers
create new
dynamics
1/3
--------------
Total workforce
made up of non-
payroll workers
1B
--------------
People in social
network are
rewiring
business and
personal
boundaries
15B
--------------
Web-enabled
devices are
being used
Data Doubling
--------------
Data changes
every 18 months
Creates Risk &
Opportunities
80%
--------------
HR
Organizations
undergoing
transformations
Within their
teams

5. Re-thinking current HR Strategies is a MUST
5
Expansion into new markets
How to find the right talent ?
Accurate and global workforce
data
How to plan and measure?
Multi-generational, diverse workforce
How to engage & reward them?
Changing legal requirements
How to stay compliant?

6. ▸ Global Trends report by Deloitte
found that executives in companies
with 10,000 or more employees
showed that nearly one-half (48%) of
respondents rated their HR
department as "not ready" to reskill
itself to meet the demands of global
business.
▸ Even more alarming, less than 8% of
HR leaders have confidence in their
HR teams' skills and abilities to meet
business demands.
* Gallup Business Journal
Traditional HR Practices are NO longer sufficient
▸ Global Trends Report Deloitte found
that the area of Re-skilling HR also
shows little progress since last year.
Both HR and business leaders, on
average, rated HR’s performance as
low; furthermore, business leaders
rated HR’s performance 20 percent
lower than did HR leaders.
* Deloitte, Global Human Capital Trends
6

7. 7
What are some words YOU use to
describe your Role?
Go to www.menti.com and use the
code 7817 7896

8. HRBP – Becoming a Strategic Partner
▸ Transaction Execution
o Transactional POC
o HR Program and Process Advisor
o Policy Enforcer
o Data Chaser/Report Generator
o Compliance Drivers
▸ Innovative Business Drivers
o Strategic Business Consultant
o Workforce Strategist
o Business Performance Coach
o Data Driven Decision Maker
o Valued-Add Solution Delivery
Person
8

9. Strategic Focus Areas to Drive HRBP Competency
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Focus on skills that
capture "Emerging HR &
Workforce Trends"
Deepen Business Acumen
& Global Skills
Focus on Program
Implementation Skills
Upgrade HR & People
Analytics Capability
The New
Brand of HR

10. HR Leadership Maturity
10
Strategic Focus
Functional Focus
Foundational
Focus
 Financially Focused
 Systemic Thinker
 C-Suite Influencer
 Consultative Style
 Thinks Across Siloes
 Trusted Specialist
 Elevates Talent Focus
 Problem Solver
 Builds Up Processes
 Architects Structure
 Shorter Term Focus
 Supports the Business
Transformation
Expert
Cross-Functional
Collaboration
Transactional
Excellence

11. Strategic effectiveness
requires great individual
HRBP’s and
great organizational
environments supporting
their work.
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12. Key Questions to Ask: 4 Way Test
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What mechanisms outside individual capability enable
HRBP’s to achieve desired outcome?
What tools and structures do you have in place to ensure
HRBP activities are aligned to business needs & priorities?
What organizational barriers might be preventing a capable
HRBP from executing his/her role effectively?
What programs , interventions & development offerings that
are in place to drive HRBP performance?

13. 13
Application
Barriers
o Outdated and stagnant Competency Models perpetuate disconnects.
o No opportunity to apply newly learned skills or competencies, or unsure of how to apply them.
o Limited understanding of emerging workforce trends or how conversion into strategic action.
o Deficient shared service models forces administrative burden and eats up time for strategic work.
Partnership
Barriers
o HR viewed as transaction executor by business and line leaders.
o HRBP mindset may place immediate value on operational vs strategic.
o HR Organization modeled on transactional efficiency and not solutions delivery.
o Business Readiness for change may be stunted by communication and change approach.
Functional
Barriers
o Complex interdependencies and deep reliance on COE’s that may be lacking updated skills or business acumen.
o Competency and career development paths have been focused on differentiation.
o Limited cross functional pollination leads to limited understanding and insight.
Enterprise
Barriers
o Uncoordinated Cross functional solution delivery.
o Disconnected user experience and many points of contacts.
o Unnecessary confusion impacts motivation and performance.
Technology
Barriers
o Disparate systems decrease operational efficiency and increase administrative pull.
o Outdated or missing technology creates impaired user experience and HR is the go to.
o Lack of usable data causes HR to fall behind on talent analytics, they lack strategic insight.
o HRBP lack analytical capability needed to truly provide HR business consultation.
HR
Barriers

14. 14 Application
Barriers
o Forward focused competency model refresh connected to HRBP’s everyday work.
o Hold HRBP’s to a consistent standard for strategic effectiveness to encourage a new normal
o Invest in Shared Services to alleviate administrative time spend. Require HRBP’s to use.
o Dedicated resource for ensuring HR has a current pulse on the market and trends.
Partnership
Barriers
o Ensure line leaders understand the unique strategic insights HRBPs can provide.
o Refocus leader expectations on strategic insight, not generic support.
o Re-design the HRBP role to prioritize strategic insight as a key competency expectation and service,
Functional
Barriers
o Extend COE reach direct into the business, strengthen Business Analyst skillset.
o COE and HRBP co-develop and innovate value added solutions to ensure business fit and timing.
o Focus on shared success drivers across HR and COE teams , as opposed to driving for
o differentiation.
o Assess and monitor effectiveness of HR coordination to identify key improvement areas.
o Empower HR teams to negotiate roles and identify coordination opportunities.
Enterprise
Barriers
o Identify areas of synergy between HR and other functions to deliver integrated solutions to the line, for example
partnering with Finance on Strategic Workforce Planning, engaging with IT to solve talent management needs,
partnering with Ops Leaders on external landscape and implications .
o Celebrate areas were this is occurring, they often go overlooked.
Technology
Barriers
o Assess the current state of your HR technology and identify where you can better automate key HR process and
programs , create a business case for change
o View technology as systems of engagement, not as a system of record
o Leverage Talent Data to drive decisions, show the value of the right data at the right time
HR
Solutions

15. Top HRBP Must Have Traits to Thrive and Succeed
1.Intellectual Curiosity
2.Digital Acumen
3.Business Knowledge
4.Collaborative & Networking Skills
5.Problem Solving Skills
6.Agile / Change-management Skills
7.Discretion
8.Empathy
9.Time Management
10.Ability to manage Stress
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16. Managing Stress
CRAZY
ARE YOU BUSY?
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17. Crazy Mode to Ready Mode
1. Relentlessly Triage – Prioritize by degree of urgency
a)Red – Critical & Business Impacting
b)Yellow – Urgent but not Critical
c)Green – Minor
2. Design to make task easier to do
a)Plan
b)Automate
c)Collocate
d)Decrease temptation
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18. 18
Human Resource Professionals
= HeRoes without capes
HR= tHRives in the face of adversities
HR= HeRe for Good!

19. 19
THANKS!
Any questions?
You can find me at
LinkedIn: Darwin Rivers
FB @HRGuruLifeCoach (Coach Darwin Rivers)
Twitter @Darwin_coach