The poll results are in! It’s a Partnership, and not a Situationship! 😉

We concluded the 3rd GBS Forum: Leader Roundtable discussing the relationship between a GBS Leader and a HR Business Partner. It was very evident that the general sentiment surrounding this relationship was “Collaboration”! 🤝

Key points to reflect on
🎯 Strategic Alignment Is Critical – GBS Leaders & HRBPs need to align on strategic objectives, mutual expectations, ways of working and principles to be applied when making decisions for the GBS organization.
💫 High Expectations Persists – despite existence of dedicated COE resources for talent acquisition, compensation & benefits, talent development, there is still a strong expectation on HRBPs to add strategic value in these areas for GBS
🎩 Challenges Are Mutual – both HRBPs and GBS Leaders find themselves juggling multiple hats, engaging across multiple layers in the organization and are subjected to resource constraints in an ever-changing and demanding business environment.

The discussion landed on some best practices to further enhance the partnership

⏳ Investing the time to align on objectives and ways of working, demonstrating a united front
⚖️ Work together (and sometimes be willing to wrestle and debate) to balance between people and business needs
🥰 Differences in opinion and debates should not be perceived as a broken partnership, embrace it as an elevated level of partnership with mutually beneficial outcomes

I am grateful to have GBS leaders and professionals from various industries share their experiences and insights at the forum, including senior HR leaders and representation from talent acquisition firms, enabling what felt like a 360 degree view on the topic! 🤩

See you at the next GBS Forum!