'Flywheel' is my Genuine Position
...but Human Resource Business Partner (HRBP) is the Job Advertised
Part of my nature, and later through training, is to stand in “observer mode” and synthesize large amounts of information in search of patterns and signals that we can learn from, followed by positive right action. My first serious position in hospitality was as the Assistant to the Dining Room Manager at a large and rather famous restaurant at the time. She trained me well in how to assess and integrate large amounts of information, both hard and soft data, in a high pressure and dynamic setting. Restaurants continue to be one of the best - and one of my favorite subjects to analyze for team performance, agility, collaboration, innovation and workplace culture.
Restaurants and Sales teams often have Managers and Assistant Managers that help serve the need for an interface between the Owners/Executives and the Workforce and, presumably, are able to create people-focused solutions. However, unless they come from the Workforce into Management and have strong interpersonal skills, workers will struggle to develop genuine trust with them. And in most business systems, these managers and assistant managers are not relied on for their business acumen and understanding of strategy. All businesses need good communication throughout their organization. Open communication channels from the Workforce to upper levels are an asset not to be overlooked.
In my twenties, when my ex-husband started a lawn care business with an exotic plant growing business on the side, I first started seeing myself as a “flywheel”, keeping all the gears in place, turning smoothly. This phenomenon became well established for me as the co-owner of a multi-purpose fitness center and a decade later founding a wellness center. Consulting for restaurants, solo entrepreneurs and small businesses during this time sharpened a host of my business skills and a deepened recognition of the critical importance of onboarding and staff development. Small businesses need a “flywheel” person in their mix. Larger businesses can afford to hire a specific professional to fulfill this role, and those that do, report that they “can’t afford not to”.
While providing a wide range of assets reflecting solid business acumen is foundational and drives the gears, impactful timing and smooth interface comes from people skills. Training as an instructor, a facilitator, a consultant, and a coach revealed how to create conditions where the magic really happens. Innovative thinking, creative problem-solving, and strong collaborative teams are all built on trust. In these times of rapid and often chaotic change, strengthening business from within is an invaluable strategy. Leaders are committing to building coaching skills as well as seeking support from business consultants that can serve as strategic partners.
The first time I saw the position “Human Resources Business Partner” (HRBP) described it made me grin. I felt validated in several ways; it was a delightful “ah-ha” moment. The position was within a software development firm, which I knew near nothing about, but I began researching more about this new position emerging in the workforce. Those on the forefront of developments in People-Operations have continued to promote the role as a strong asset to building a resilient and agile workforce. In the last five years, a new option has emerged, the independent HRBP that can be hired for a day, to support a specific transition, or to be available on an affordable retainer. This HRBP 2.0 is not only a ‘Flywheel” keeping the gears lubricated and timed properly, but they have also become a “Fixer” for the small business owner who needs a trusted advisor and problem-solver to get things un-stuck.
This innovation in business operations speaks to me. It is exciting to witness the importance of open communication channels, breaking down silos, and building strong collaborative cultures coming into the spotlight. Before I ever held a job, I was taught by my executive father that one’s workers are the “most important asset” an organization has. By developing a de facto HRBP or by hiring one, a business is investing in its people, its culture, and its future performance in the marketplace.
For a more organized description of the HR Business Partner role…
Independent Human Resources Business Partners (HRBP) serve Leaders by guiding them on a path to empower People Operations with a clear mission to win in the Marketplace.
The HRBP aims to build foundational trust and credibility by delivering high quality support of the core Executive Suite process. Additionally, the HRBP must successfully act as a people-oriented solutions consultant, enabling managers to drive business results by tying their business objectives to their people.
A HRBP provides a wide range of assets encompassing solid business acumen and superior communication and people skills. These include but are not limited to:
Experience in facilitating the various phases of the employee life cycle. Recognition of the critical importance of onboarding and employee development.
Deep understanding of business operations and economics.
Ability to analyze, synthesize, and interpret complex data or information.
Skilled at creating impactful business-oriented people solutions through creative thinking and analysis of complex inputs.
Highly resourceful and comfortable working with ambiguity.
Forward looking focus, and natural self-driven hustle.
Deep commitment to Growth Mindset.
Can you imagine having a “Fixer” on Retainer? Or a trusted problem solver you meet with twice a month? Easy and affordable. Or maybe a micro-retreat is really what you and your people need. Are you ready to open a conversation? If not now, when?