Differences Between HR Business Partners (HRBP) and HR Generalists (HRG)

More organizations are adopting a centralized model with a core shared service structure and HR Business Partners in the dynamic world of human resources (HRBPs). The phrase “HR Business Partner” has become somewhat of an industry buzzword as a result of this transformation, spreading more quickly than its actual meaning. This has resulted in a confused definition, and what we’re finding is that many organizations are adopting these job titles without the necessary framework in place to support a meaningful HRBP. This misperception has caused a lot of uncertainty among candidates and companies alike. The distinctions between the two will be made clear in this post, along with how your skill set or professional requirements may fit into either category.

The Differences Between HR Business Partners and HR Generalists

Let’s start by examining the HRBP’s primary function. We typically find true to form HRBPs working at major corporations; organizations that have the scale to execute a COE/shared services HR model. As a business-facing and strategic-oriented job. In essence, they serve as more of a consultant to the company, offering the most pertinent personnel solutions while serving in an advisory capacity (alongside business executives and managers).

On the other hand, HR generalists have end-to-end contact with every aspect of HR. They are typically found in smaller/medium-sized organizations and serve everyone there in a more hands-on way. While an HR generalist can function strategically, much like an HRBP, they are more operations-focused and take on daily tasks that are often handled by COEs. An HR Generalist, for instance, would typically handle a difficult employee matter from beginning to end and complete the inquiry, but an HRBP would not become involved directly and would instead rely on a specialized Employee Relations team to take appropriate action.

Along with that, the ‘hybrid’ model is becoming more prevalent. People in these hybrid roles typically receive far more support than a genuine HR Generalist, but still being accountable for everything under the operational responsibility. Although jobs like this one are frequently referred to as HRBPs, they are typically found in organizations that are trying to make the transition but have not yet created the proper structures to support an HRBP in its purest form.

What Is the Misunderstanding Motivated By?

The confusion is a result of misunderstandings regarding what an actual HRBP does. Organizations frequently approach us claiming to need an HR Business Partner when in reality they only require an HR Generalist and vice versa. The same is true of applicants who approach us without having experience with the models.

We hypothesize that this is due to the phrase HRBP recently becoming a bit of an industry buzzword, causing people to hear it and desire to adopt it in order to appear forward; but, without the underlying structure (in the form of COEs), it is impossible to construct a true HRBP function. The belief that an HRBP is a position above an HR Generalist is the other problem. This isn’t always the case, though. HRBPs are just different roles in their own right; they are not always compensated more than HR Generalists or more senior.

Summary

Understanding the differences between the two will make it clearer which role or what kind of HR professional your business needs. Is there a need for reform given the confusion the “hybrid” approach has undoubtedly caused? It’s imperative that we inform people of the real difference between the two roles, as they both assist organizations in equally vital ways.