It is time for HR business partner 2.0

Purpose In the rapidly evolving landscape of HR, the role of the HR business partner (HRBP) has significantly changed. This paper shares some of the latest research on how it is changing for the worse, and how it now sorely needs to evolve further. Design/methodology/approach The paper includes reference to two studies, an analysis of 55,000 comments from HR professionals and a self-assessment of 7,100 HR professionals across 96 different HR capabilities and five capability levels. Otherwise, the paper includes insight and expertise from across the Josh Bersin Company. Findings This paper and report it references highlights the emergence of the role in the 90s, and how it is expectations have changed to the present day: with the rise of digital technology, globalization and changing workforce expectations, HRBPs have had to acquire a broader skill set, focusing not on personnel management but on strategic initiatives, such as people analytics, employee experience and organization design. However, far too many HRBPs have ended up in admin or tactical roles, rather than being used to their full potential with the above. This paper includes actionable guidance for how companies can develop the role to get them back on track, including case study examples from Mastercard and LEGO. Originality/value To the best of the authors’ knowledge, this report is unique, novel and the latest research from the Josh Bersin Company.