Core Viewpoint - The article discusses the challenges faced by financial business partners (BP) and human resources business partners (HRBP) in organizations, highlighting their ineffective value creation mechanisms and the need for a transformation to become strategic engines for business growth rather than being perceived as redundant roles [2][21]. Group 1: Role Positioning and Organizational Design - The three-pillar model (COE, SSC, and BP) is often implemented in a formal manner, leading to BPs being viewed merely as extensions of traditional functions, which undermines their credibility and strategic involvement [2]. - There is an imbalance between authorization and control, with BPs often leaning towards control due to a lack of data access, resulting in fragmented information and ineffective analysis [3]. Group 2: Business Understanding and Professional Capability - BPs often have a superficial understanding of the business, lacking in-depth analysis of business models, customer needs, and competitive logic, which leads to generic recommendations [4]. - The misuse of professional tools occurs when BPs fail to connect financial or HR tools with business scenarios, resulting in analyses that are seen as irrelevant by business departments [5]. Group 3: Communication Mechanisms and Collaboration Models - There exists a "language gap" between BPs and business departments, where BPs focus on accounting standards while business units prioritize market opportunities, leading to misunderstandings [6]. - Trust between BPs and business leaders is fragile, as BPs often rely on informal relationship-building rather than demonstrating professional value through strategic support [7]. Group 4: Capability Shortcomings and Talent Supply Mismatch - There is a scarcity of hybrid talent that possesses both functional expertise and business insight, leading to a mismatch in expectations when hiring BPs [8]. - Companies often neglect the continuous capability development of BPs, resulting in a lack of advanced skills necessary for driving business transformation [9]. Group 5: Incentive Mechanisms and Value Measurement - Performance metrics for BPs are still largely based on traditional functional indicators rather than business outcomes, which limits their focus on identifying business pain points [10]. - BPs face an asymmetry in incentives, where they bear the consequences of business failures without corresponding rewards for successful initiatives, leading to conservative decision-making [11]. Group 6: Resource Support and Data Infrastructure - BPs frequently encounter challenges due to data silos and outdated tools, which hinder their ability to perform timely and effective analyses [12]. - Headquarters often fail to provide standardized frameworks and tools for BPs, resulting in inconsistent practices across different regions and departments [13]. Group 7: Path to Transformation - BPs should redefine their roles, with financial BPs transitioning from data handlers to business model architects, and HRBPs evolving from policy enforcers to organizational architects [14][15]. - Establishing a business-oriented capability system through job rotation and practical training can enhance the ability of BPs to apply professional tools effectively [16][17]. - Optimizing collaboration and incentive mechanisms by adopting dual-track communication and value-sharing incentive schemes can improve BP engagement and effectiveness [18][19]. - Strengthening data and platform support by creating cross-departmental data centers and integrating automated analysis tools will empower BPs with real-time insights [20]. - Headquarters COE should provide standardized methodologies while allowing BPs to adapt them to specific scenarios, facilitating a comprehensive transformation [21].

Core Insights - The article discusses the challenges faced by HR Business Partners (HRBPs) in creating value for business departments, highlighting that they often revert to traditional administrative tasks rather than providing strategic support [2][4][8] - It emphasizes the need for HRBPs to shift their focus from transactional work to understanding and enhancing organizational strategy and effectiveness [3][5][6] Group 1: HRBP Challenges - HRBPs are often perceived as not adding significant value, merely performing traditional tasks in a different location [2][4] - Business departments typically request HRBPs to assist with recruitment rather than strategic initiatives, indicating a lack of trust in HR's ability to drive business performance [2][3] Group 2: Strategic Value Creation - To create professional value, HRBPs should engage with business departments by addressing organizational issues that impact strategic execution [4][5] - HRBPs can facilitate discussions around organizational adjustments to improve performance, thereby aligning with business leaders' strategic goals [5][6] Group 3: Organizational Analysis - HRBPs should analyze business processes before organizational structure to identify inefficiencies and areas for improvement [6][7] - A lack of clarity in processes and roles often indicates deeper strategic misunderstandings within business departments, presenting an opportunity for HRBPs to add value [7][8] Group 4: Effective HRBP Engagement - HRBPs should avoid rushing to solve minor issues and instead focus on identifying and addressing key strategic problems [8] - By enhancing organizational effectiveness, HRBPs can better utilize existing talent and contribute to overall business success [8]