No single role in HR suffers from a crisis of identity more than the HR Business Partner (HRBP). While many are calling for HR to serve a more strategic role, there are others who say HR’s job is to function as a hub dedicated to the administrative tasks that keep employees shuffling along. Amid these diametrically opposed concepts comes the HRBP– a role designed to serve as a conduit between the tactical and the strategic functions of both HR and the business.

So what’s holding back HRBPs? Is it the skills gap associated with training generalists to become strategists? Is it a lack of organizational enablement or recognition of the strategic power of the role?


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