Human Resource Business Partner Lifecycle Model: Exploring how the relationship between HRBPs and their line manager partners evolves

Martin McCracken, Paula O'Kane, Travor Brown, Mark McCrory

Research output: Contribution to journalArticle

8 Citations (Scopus)
220 Downloads (Pure)

Abstract

The Human Resources Business Partner (HRBP) role is advocated as a way for Human Resource (HR) professionals and the HR profession to become more strategic and less transactional, necessitating the development of different competencies. Few researchers have examined how the HRBP Model plays out in practice, over time, from the perspective of HR professionals and their Line Manager Partners (LMPs). We collected data through interviews and focus groups with both these stakeholders at three UK organisations to understand the dynamics of the individual HRBP-LMP relationship. After analysing the data, we propose an HRBP Lifecycle Model. The Model suggests the relationship between the parties is dynamic, complex and dependent upon the organisational culture as well as the skills and competencies of the main stakeholders in the partnership.
Original languageEnglish
Pages (from-to)58-74
Number of pages17
JournalHuman Resource Management Journal
Volume27
Issue number1
Early online date25 Oct 2016
DOIs
Publication statusPublished - 16 Feb 2017

Keywords

  • human resources business partner
  • line manager
  • competencies
  • Strategic HRM

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