What Is The Difference Between A HR Manager And A HR Business ...

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HR typically started as a business function by having its roots in administration, filing, personnel and compliance. HR is an ever evolving value add area of a company, and presently has more impact than ever before for a core business. With this change over the past decade, has changed the nature and structure of HR teams, the titles, skills and attributes of those working in this dynamic field.

Today, I was discussing the many differences between a HR Manager Role and a HR Business Partner role with a HR professional who has held both positions within companies. After what was a very interesting conversation, I decided to attempt to outline and simplify the fundamental differences between the two titles/roles.

HR Business Partner

Human resource business partners have clients within the organization that they support. They provide resources and build relationships with focusing on the missions and objectives set forth by the organization. With the main bulk of administration being centralised, there is much less focus on compliance and administration. In addition, HRBP’s tend to be supported by Centres of Excellence eg Compensations and Benefits, Learning and Development etc. This person is seen as more of a strategic resource for the region or area that they support. Business Partners work to develop a HR agenda that closely supports the overall aims of an organisation. This process of alignment is known as HR Business Partnering, a concept that was popularised in the mid 90’s by David Ulrich.

HR Manager

HR managers are likely to be responsible for HR within a department or for the company (depending on the size). They normally have multiple HR staff reporting to them. Depending on the organisation, HR managers may be responsible for setting policy direction. They can have a wider remit of responsibility for the overall HR function – budgeting, recruitment, change management, rewards, L&D, ER/IR, compliance and HR systems administration.

It would be fair to say that some organisations have adopted the term HRBP even when the role being carried out is in fact more of a classical HR Manager. Sometimes, the lines are blurred between the two titles and that causes confusion for applicants. The attributes required to carry out a HRBP role tends to be more strategic, consultative and coaching in nature. This may or may not suit or interest many traditional HR Managers who prefer to roll up their sleeves and be involved in the full suite of HR activities.

"As the pace of change increases in every aspect of our lives, HR professionals have become change champions in many companies around the world, and this has generally been much to their employers’ advantage.” ― David Ulrich, HR from the Outside In: Six Competencies for the Future of Human Resources

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Share 476 35 Comments Ushnish Chattopadhyay 3y

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Wow! I wish more and more traditional Indian Companies too sometimes tried to understand the same...

Like Reply 1 Reaction Sonia King 3y

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Thank you for that clarification, although I would agree with others the titles and functions seem be not 100% as described. There seems to be confusion in what each of these functions does under the given title. Similarly with people and culture titles. The lines get a bit blurred in terms of what is expected as skills and experiences to go with the title. 🤔

Like Reply 1 Reaction Mikel Bookwalter 4y

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I do seem to see the profession moving to seeing HRBP as a more 'senior' position. I've been an Employee Engagement Partner, an HRBP, and now and HRM at the same company (seniority in that order). Here, now, HR Manager is my title, but I operate more as a Senior HRBP. I sit on the staff of the segments I 'manage' and act as a strategic and (to some degree) hands-on partner to those VP/GMs and their direct staff. We are highly matrixed and push transactional work to our Employee Services group and global partners and vet or team with our COE SMEs for more specialized work. I have an HRBP who partners with me to help in my segments - she does not report to me - and she intercepts the organization below me. I 'manage' (e.g. responsible and lead) the HR-related work in my segments, whether it is contained in BHR, or weaves in/out of our COEs to deliver the value. I partner with my HRBP frequently to align, strategize, plan, and execute.

Like Reply 5 Reactions 6 Reactions Cindy Carvalho 4y

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Thanks for this post, just exactly what I was looking for :)

Like Reply 1 Reaction Jaston Yuen 5y

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Very informative post!

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