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“HR professionals play strategic partner role when they have the ability to translate business strategy into actions” – Dave Ulrich


RF 4

For many years now, CEOs have been stressing the importance of talent strategy to their organizations. But they have also been sharing misgivings about HR’s ability to be a strategic partner and deliver maximum value to the business.

Continuous research still indicates that change is slow in coming. While HR Business Partners (HRBPs) who blend talent, business and commercial understanding to deliver business value become even more important, HRBPs continue to struggle to deliver this need.

Clearly, organizations depend on HR Business Partners – to counsel managers on talent issues. And while the value of a great HRBP remains unquestioned, the structure of the HRBP role requires reengineering.

At SDF, we have reimagined this role, to deliver to changed requirements. Here are the three big shifts that HRBPs would need to be future ready:

Understanding Business (Ulrich's 1997 view) Understanding Technology
Serving Organisation Understanding & serving individual talent
Advising business Influencing Stakeholders


With the above framework as a goal, Our HRBP Effectiveness journey addresses some key aspects of the mindset and capability requirements that are central to the HR Business Partners, viz:

  • Understanding Business Strategy & Vectors
  • Establishing Clear linkage between Business strategy & HR strategy
  • Building Influencing Skills (without using authority)

With built in CEO Dialogues, Action Learning Projects, Simulations, and Hands on experience at building strategy documents this journey helps the participants learn to the new age HRBP requirements with an experiential methodology.


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