I'm an HRBP I can share what is expected of me if they want to talk! Schamblee@acerelocation.com

Where I work we want the HRBPs to serve as the HR Director of their own company, figuratively. We want them to know the turnover, financial data, the dept business strategy and plan, their training needs, level set performance indicators, lead the annual performance review cycle, be the conduit with SME (payroll, benefits, compensation, HRIS,  Recruitment..), and over see policy development, implementation and employee relations.

In my experience as an HR Consultant, this is what leaders want to see from their HR teams: business acumen, strategic thinking, and problem-solving skills, coupled with great communication skills and the ability to align HR strategies with business goals. 

HRBPs can learn the business by talking to leaders about their business priorities, what is going wrong and what does good look like.  Attend business meetings, review the financials and KPIs.

HRBPs should ask about priorities for the next 6-12 months, what are the challenges, what skills will leaders will need in the future. 

Useful data is: Turnover, retention, and succession planning.  Engagement data and compensation benchmarking.

Hi steve_browne,
i am from 360 feedback.

Leaders expect their HR Business Partners (HRBPs) to act as strategic advisors, not just administrative supporters. They want HRBPs to deeply understand the business, anticipate talent needs, drive organizational change, and contribute directly to achieving business goals. Key expectations include proactive workforce planning, providing data-driven insights, helping to build high-performing teams, supporting leadership development, managing change initiatives effectively, and ensuring that people strategies align closely with the broader business strategy. In short, leaders look for HRBPs to be trusted partners who help solve complex business challenges through effective people solutions.

Leaders expect their HR Business Partners (HRBPs) to operate like strategic leaders within their areas, almost as if they were the HR Director of a standalone business unit. This means deeply understanding the team’s turnover trends, financial performance, business strategy, and goals. They look to HRBPs to identify training needs, establish and track performance metrics, and guide the performance management process. HRBPs are also expected to act as key connectors between business leaders and subject matter experts in payroll, benefits, compensation, HR systems, and recruitment. In addition, they play a critical role in shaping and enforcing HR policies while supporting positive employee relations.