HRBP Model Research: 3 Priorities for HR Leaders To Deliver Impact

The HR Business Partner (HRBP) model has become the standard for aligning HR with business strategy. Yet, despite its widespread adoption, it often falls short of delivering its full potential. In fact, only 24% of organizations report that HRBPs actively collaborate with business leaders to design solutions.

Even more concerning, just 15% believe their HRBPs are equipped to effectively redesign work structures or organizational frameworks.

To address this challenge, we analyzed data from 961 organizations that completed AIHR’s HRBP impact assessment, focusing on a key question:

What should HR leaders prioritize to maximize business impact?

Our findings highlight three prevalent challenges that HR teams have to overcome:

1. Translating strategy into value: Many HR strategies look promising and reflect business needs, yet fail to translate HR activities into measurable business outcomes.
2. Moving from design to execution within the HR operating model: Teams often grapple with moving the designed model to sustainable execution and with issues related to structure, alignment, and systems of work.
3. Building the right skills within HR: The evolving skill set required to drive business impact is not always present within HR teams.

This article explores our research findings further and offers three key priorities for HR leaders to focus on to ensure that the HRBP model can deliver meaningful impact. 

The shared obstacles that limit HRBP impact

HR teams often struggle to create an impact with their HR business partnering model because of several shared challenges. To understand these obstacles, we’ve developed the HRBP Effectiveness Measure, which highlights six key dimensions needed for success.

These dimensions include:

1. A clear, aligned strategy
2. An effective structure
3. The right skills
4. Strong stakeholder relationships
5. Integrated systems of work
6. HR leadership and culture that balance and support the operating model.

Drawing from our research, we’ve identified three major challenges that frequently prevent HR teams from fully realizing the potential of their HRBP model.

Challenge 1: Translating HR strategies into business outcomes

Although HR teams often successfully align their strategies with overall business goals, they struggle to show clear, measurable results. Even though they understand organizational goals and priorities, their influence does not go beyond alignment. 

This leads to HR being seen as a supportive function rather than a strategic partner. 

Also, without clearly linking HR activities to business results, it becomes harder to secure executive buy-in or influence financial and operational success. Instead of asking, “What value is HR adding?”, the conversation often remains stuck at: “Does HR add value at all?”

The result?

HR teams frequently find themselves in a reactive role, supporting business strategies rather than driving them. They spend significant time justifying their initiatives instead of showcasing the full value they bring. Without outcome-focused contributions, HR risks being viewed as an operational necessity rather than a competitive advantage.

Challenge 2: Difficulty executing through the HRBP model

Setting up an HRBP model is one thing, but putting it into action is another. 

HR teams often lack the structures, processes, and decision-making authority needed to move from design to execution. HR teams tend to get stuck in high-level operating model design but don’t spend enough time on the day-to-day processes, systems, and ways of working that drive execution.

This leads to reactive behaviors and unclear accountability between various teams. 

These execution gaps prevent HRBPs from becoming true strategic partners. Without the right support, clear structures, and a defined focus, the HRBP model risks becoming just a title without real influence. As a result, HR teams can become too internally focused, falling short of delivering the promised business-centered approach.

Challenge 3: Lack of direction in identifying and developing HR skills

A major barrier for HR teams is the absence of a clear, systematic approach to identifying current skills and developing future capabilities. As a result, they may not have the capabilities needed to fully succeed in delivering within the HRBP model. This skills gap within HR teams also limits HR leaders’ ability to make informed decisions about talent mobility and future development needs.

Without a structured plan for upskilling, HR teams remain stuck in operational roles rather than transitioning into the trusted business advisor role. 

Ongoing investment in both current and future skills is essential. Without it, HR teams risk being underprepared for new business challenges, diminishing their strategic value and overall impact.

3 priorities for HRBP impact

Understanding these commonly shared challenges HR teams face helps provide better insights into what actions HR leaders should prioritize to create impact. 

By focusing on these areas, HR leaders can remove obstacles, improve effectiveness, and strengthen the HR department’s role as a strategic business partner. 

Based on our research, here are the top three priorities every HR team should focus on:

1. Turn business-aligned HR strategy into measurable business impact

Having a clear strategy is a top priority for most HR teams. Yet, proving the impact remains a challenge. 

In our research, 76% of respondents said their HR strategy is a strength, but only 56% believe it shows measurable impact.

The key is to bridge this gap by clearly defining what “value” means to different stakeholders. For executives, value might mean increased productivity and financial performance, while employees may focus on engagement and career growth. Without clarity on these perspectives, HR initiatives risk missing the mark.

Measuring impact is also critical. Going beyond traditional HR metrics to include operational and financial indicators can help highlight HR’s contributions. This not only earns executive buy-in but also secures ongoing investment in HR initiatives. In short, proving the link between HR efforts and business outcomes is essential for long-term success.

2. Strengthen execution capability in the HR operating model

Even the best strategies fall short without strong execution.

For HR strategies to succeed, you need the right structure, technology, and leadership in place. Implementing an HRBP model is a great first step, but its success depends on how well it’s executed. 

Currently, only 55% of HR teams feel that their structure effectively supports their strategy, and 42% aren’t confident that their systems and processes are up to the task. 

The key enablers to focus on are leveraging technology and data, strengthening stakeholder relationships, and ensuring HR leadership drives execution. Let’s examine these:

• Technology and data: HR requires access to workforce analytics and digital tools to provide insights that inform decision-making.
• Stakeholder relationships: Our research highlights a strong correlation between HRBP effectiveness and alignment with business leaders. HR’s ability to influence and co-create solutions is critical to success.
• HR leadership: HR leadership is central to ensuring the operating model delivers impact as intended. Where HR leaders actively champion strategy execution and role model good stakeholder relationships, the HRBP model is likely to deliver more positive outcomes.

3. Identify and develop critical HR skills

To truly impact business outcomes, HR teams need the right skills. 

Yet, our research shows that 50% of HR teams lack confidence in delivering on strategy because they haven’t clearly mapped out the skills required for the future. 

Digital agility is a top concern—only 37% feel confident with technology, according to our research. In addition, half of HR professionals feel uncertain about their data literacy, ability to make data-driven decisions, and implementing evidence-based practices.

Particularly as AI continues to shape the future of HR, these two competencies will be essential for long-term success.

HR leaders need a structured, sustainable approach to upskilling to build the right skills in their teams:

• Define future capabilities: Align HRBP skill requirements with emerging business challenges.
• Assess current skills: Identify strengths and gaps to focus development efforts effectively.
• Implement structured development programs: Combine formal training, cross-functional project exposure, and leadership mentoring to build lasting capabilities.

How we can help

Achieving these three priorities means taking a clear, structured approach that aligns with business goals, executes effectively, and builds the right skills for lasting impact. 

To help HR leaders and their teams bridge these gaps, we offer practical support that includes:

• HR strategy development: Creating business value starts with a clear and focused HR strategy. We help organizations craft strategies that align with business goals, meet stakeholder priorities, and deliver measurable results.
• HR operating model design: The success of the HRBP model depends on effective execution. We work with organizations to design and refine HR operating models, ensuring the right structure, technology, and leadership are in place to achieve real outcomes.
• Capability modeling: Knowing what skills HR teams need—both now and in the future—is critical. We help organizations identify key HRBP capabilities, assess current strengths and gaps, and create a roadmap for long-term success.
• Upskilling HR teams: Our tailored programs give HRBPs the tools they need to excel as business advisors, focusing on data fluency, stakeholder engagement, and digital transformation expertise.

By focusing on strategy, execution, and skill-building, we help HR teams move beyond alignment and deliver measurable business impact. When organizations invest in these areas, HR becomes a true driver of strategy and business impact.