Trends and Strategies for the HR Business Partner in Brazil
Posted: Sun Jan 19, 2025 9:12 am
The Human Resources Business Partner (HRBP) model has established itself as one of the strategic pillars of modern organizations. Acting as a link between HR and business areas, the BP is responsible for aligning people management policies with corporate goals, promoting a direct connection between organizational strategies and employee engagement. In a scenario marked by constant transformations in the market and the advancement of topics such as ESG and Artificial Intelligence, the role of the BP becomes even more relevant, requiring robust technical skills and a broad vision of the trends that impact the corporate environment.
In the webinar “Human Resources Business Partner”, promoted by Saint Paul Business School, Lídia Mancia, a pioneer in the implementation of the Business Partner model in Brazil and founder of Mancia Consultoria, brought valuable reflections on the trajectory and challenges of this role in the market. The presentation and moderation was led by Mila Securato, Ph.D, Chief Revenue Officer at Saint Paul.
The history of the Business Partner model
Lídia emphasized that the concept of Human australia whatsapp data Resources Business Partner (HRBP) is not new. “This model has existed for at least 25 years in Brazil,” she stated, reinforcing that understanding its historical evolution is essential to being an effective BP. The role, which emerged as a strategic intermediary between HR and business, has undergone several transformations, requiring new skills and constant updating of professionals.
Challenges of the HRBP role
Being a Business Partner is not an easy journey. According to Lídia, the role requires in-depth knowledge of HR policies and processes. “There is no magic, there is a solution,” she said, emphasizing that success as a BP comes from technical preparation and strategic alignment with the company’s demands.
Furthermore, the role is technical, not leadership. This means that although the BP acts strategically, his or her role is more related to support and execution than to decision-making at the board level. “Becoming a BP takes time,” Lidia said, warning that building a solid career in this area requires dedication and patience.
Read also: The Power of Emotion Management for Leadership
Trends and opportunities
Among the most recent trends for BPs, Lídia mentioned topics such as ESG (Environmental, Social and Governance), governance in family businesses and the use of Artificial Intelligence in HR. These topics broaden the scope of BP's work, making constant updating a necessity.
Another point raised was the importance of reducing turnover, one of the sector’s major challenges. Lídia shared practical strategies to address this issue, reinforcing the importance of BP as a strategic partner in aligning HR objectives with business goals.
In the webinar “Human Resources Business Partner”, promoted by Saint Paul Business School, Lídia Mancia, a pioneer in the implementation of the Business Partner model in Brazil and founder of Mancia Consultoria, brought valuable reflections on the trajectory and challenges of this role in the market. The presentation and moderation was led by Mila Securato, Ph.D, Chief Revenue Officer at Saint Paul.
The history of the Business Partner model
Lídia emphasized that the concept of Human australia whatsapp data Resources Business Partner (HRBP) is not new. “This model has existed for at least 25 years in Brazil,” she stated, reinforcing that understanding its historical evolution is essential to being an effective BP. The role, which emerged as a strategic intermediary between HR and business, has undergone several transformations, requiring new skills and constant updating of professionals.
Challenges of the HRBP role
Being a Business Partner is not an easy journey. According to Lídia, the role requires in-depth knowledge of HR policies and processes. “There is no magic, there is a solution,” she said, emphasizing that success as a BP comes from technical preparation and strategic alignment with the company’s demands.
Furthermore, the role is technical, not leadership. This means that although the BP acts strategically, his or her role is more related to support and execution than to decision-making at the board level. “Becoming a BP takes time,” Lidia said, warning that building a solid career in this area requires dedication and patience.
Read also: The Power of Emotion Management for Leadership
Trends and opportunities
Among the most recent trends for BPs, Lídia mentioned topics such as ESG (Environmental, Social and Governance), governance in family businesses and the use of Artificial Intelligence in HR. These topics broaden the scope of BP's work, making constant updating a necessity.
Another point raised was the importance of reducing turnover, one of the sector’s major challenges. Lídia shared practical strategies to address this issue, reinforcing the importance of BP as a strategic partner in aligning HR objectives with business goals.