Moving from Administrative to Partner
(This came to me anonymously from an HR Manager - Steve)
I wanted to ask the group if they had any advice on how to move from an administrative approach to HR to becoming more of a sought-after internal partner.
I work for a company where HR has been viewed as a function to just keep the wheels going by completing paperwork and performing tactical tasks. I want to help us become more involved in the business and show others how our department can add value. It's tough because the old approach has such a stronghold here.
Any thoughts you can share would really help.
Thanks!
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To me, the way to do just what you are asking is to demonstrate how HR can drive business results. I have taught a course for many years on how exactly to do that and would be glad to walk you through the process. You can check me out at www.schwarzanalytics.com. I use a measurement approach that is appealing to most skeptical general managers, particularly those who view their role through a mainly financial lens. please feel free to reach out for a conversation. schwarJL@miamioh.edu
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It's hard to change mindsets, particularly around the HR function. From experience, I have found the best approach is to be more consultative in how you work with the leaders. HR gets a bad rep because we often say 'no' immediately and come in like a bulldog in a china shop. Turn that around by offering options in how to handle various situations and present the level of risk involved with each option. At the end of the day, HR is risk mitigation. Figure out how much risk they are comfortable with tolerating. That will help you know how to best guide them. That approach has helped me to be very successful in becoming a true partner and trusted advisor.
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Transforming HR to the People Business Partner Model
I recently led the transformation of our HR function into a People Business Partner (PBP) model, shifting from a traditional support role to a strategic partnership aligned with the organization’s goals and values.
The approach was rooted in aligning people strategies with business objectives. Through collaboration with leadership and stakeholders, we identified team-specific needs to embed PBPs as trusted advisors within departments. These roles focus on talent management, employee engagement, and organizational design, while specialized roles in HR analytics and shared services support broader organizational goals.
Education and transparent communication were critical. We equipped leaders with resources to understand how to partner with PBPs and continuously gathered feedback to refine the process. By integrating this transformation with the organization’s values, we’re creating a more proactive, aligned HR function that drives impact across the business.
I’d love to hear how others have approached similar transformations—what strategies worked for you, and what lessons have you learned? Let’s discuss!
