How to become an HR business partner: lessons from HR leaders who have been there 

For many HR professionals, becoming an HR business partner (HRBP) feels like the natural next step in their career. Yet despite being one of the most common aspirations within the people profession, it is often one of the hardest transitions to make. 

Job descriptions frequently ask for business partnering experience before candidates have had the opportunity to gain it. Employers want strategic thinking, commercial awareness, communication skills and stakeholder management experience, but many professionals working in human resources spend their early careers focused on operational delivery. 

At a recent Frazer Jones networking event, HR leaders and aspiring HRBPs came together to discuss the realities of moving into HR business partnering. 
 
The event was hosted by Abbie Riley and Amber Lucas, who regularly support HR professionals looking to progress their careers within the people profession. They were joined by two HR leaders with very different career journeys and perspectives: Jo Santos, Head of People at Remarkable, and Josh Wayman, HR Business Partner at Platform4. Drawing on experience across a range of industries, organisation sizes and HR environments, the panel shared practical insights into what it really takes to move into business partnering, build strategic capability and progress within human resources. 

Why employee relations remains a critical foundation 

Employee relations (ER) was repeatedly highlighted as one of the most important development areas for aspiring HR business partners. 

While some HR professionals naturally gravitate towards talent management, learning and development or project-focused work, employee relations remains a core part of many HRBP positions, particularly in smaller and mid-sized businesses. 

ER experience develops several capabilities that are central to business partnering: 

• Risk assessment 

• Coaching and influencing managers 

• Stakeholder management 

• Decision making 

• Employment law knowledge 

• Commercial judgement 

• Advanced problem-solving 

Generalist experience can create long-term advantages 

As careers progress, opportunities to gain broad HR experience often become more limited. 

Many organisations now have dedicated centres of expertise covering areas such as: 

• Reward 

• Talent acquisition 

• Learning and development 

• Employee relations 

• HR systems 

• Organisational development 

While specialisation has advantages, the discussion highlighted the long-term value of developing broad HR generalist experience early in a career. 

Professionals who have experience across multiple HR functions are often better equipped to understand how different disciplines connect. This broader perspective becomes particularly valuable when partnering with senior stakeholders who need integrated solutions rather than isolated HR interventions. 

Creating your own development opportunities 

The discussion also highlighted the importance of professional development and actively creating opportunities rather than waiting for them to appear. 

Examples discussed included: 

• Leading process improvement initiatives 

• Contributing to onboarding projects 

• Supporting organisational change programmes 

• Building mentoring programmes 

• Participating in cross-functional working groups 

• Delivering training sessions 

• Presenting findings to senior leaders 

These opportunities help professionals develop stakeholder management, project leadership and influencing skills while building evidence for future interviews. 

The importance of stakeholder management and influence

Technical HR knowledge alone rarely drives career progression. 

Successful HR business partners build trust with stakeholders across every level of an organisation, from first-line managers to members of the C-suite. They understand how different leaders prefer to communicate, how decisions are made and how to influence outcomes effectively. 

The conversation also highlighted the growing importance of emotional intelligence. Understanding how different individuals receive feedback, make decisions and respond to challenge is critical for successful business partnering. 

An important distinction emerged between being perceived as a blocker and being viewed as an enabler. 

When leaders approach HR with a challenge, business partners who focus solely on policy limitations often struggle to build credibility. By contrast, those who help stakeholders achieve their objectives while managing organisational risk are more likely to earn trust and influence future decisions. 

Building commercial awareness

One skill that employers increasingly seek in an HR business partner is commercial awareness. 

Senior business leaders, including chief people officers, finance leaders and executive teams, expect HR professionals to understand more than people processes. They want HR partners who understand how the organisation operates, generates revenue and measures success. 

When evaluating HR initiatives, leaders frequently ask: 

• What is the business impact? 

• What are the costs? 

• What risks are involved? 

• How will this improve employee engagement? 

• How will this support retention? 

• How will this contribute to the wider people strategy? 

The more confidently HR professionals can answer these questions, the more effective they become as strategic partners. 

Understanding the bigger HR picture

The transition from operational HR to strategic partnering often happens when professionals begin connecting people decisions to wider business priorities. 

Strong business partners understand how workforce planning, change management, talent acquisition, employee engagement and organisational performance are interconnected. They also recognise how individual decisions can influence wider HR strategy and business outcomes. 

Whether supporting a local HR manager, advising an HR director or partnering with a chief people officer (CPO), successful HRBPs demonstrate a clear understanding of both people and commercial priorities. 

Personal branding matters more than many people think

Career progression is not solely about capability. Visibility plays an important role. 

Many professionals underestimate the value of building a positive reputation both inside and outside their organisation. 

Internally, a strong personal brand can lead to greater exposure, project opportunities and promotion conversations. Externally, it can open doors to networking opportunities, future job opportunities and industry recognition. 

This is particularly important for professionals working in standalone roles or smaller HR teams, where development opportunities may sometimes feel less visible than in larger organisations.

The role of networking, mentoring and external learning

For professionals working in small teams or standalone positions, external development can play a significant role in career growth. 

Networking events, industry groups and mentoring programmes can provide valuable perspectives that may not be available within a single organisation. Professional bodies such as the CIPD and the Chartered Institute of Personnel and Development offer resources, communities and learning opportunities designed to support career progression within the people profession. 

For some individuals, pursuing CIPD qualifications can further strengthen technical expertise and credibility, particularly when looking to move into more strategic positions.

How Frazer Jones can help

There is no single route to becoming an HR business partner. 

However, the discussion highlighted several common factors that consistently support progression: gaining broad HR experience, developing expertise in employee relations, building strong stakeholder relationships, strengthening commercial awareness and investing in ongoing professional development. 

Whether your long-term ambition is to become an HR manager, HR director, chief people officer, CPO or a specialist leader within one of the many HR functions, the foundations remain remarkably consistent. 

The most successful HR professionals understand that strategic business partnering is not simply a job title. It is an approach that combines commercial awareness, people management expertise, communication skills, talent management, workforce planning and a deep understanding of how human resources contributes to organisational success. 

By focusing on experience, evidence and continuous development, HR professionals can position themselves strongly for the next stage of their careers. 
 
Get in touch today to discuss your future in HR.