To elevate the HR/People function in organizations to the role of strategic business partner, HR must move beyond solely providing services, and share ownership of both business strategy and business results. The HR/People function must transform itself from ‘order-taker’ to ‘business -partner’. The business relationship management capability is a key driver in enabling the HR/People function to thrive in this strategic role.

People BRMS are “blended executives” who possess a diverse, highly prized set of skills and experiences. As such, good People BRMs are hard to find, so companies in search of BRM professionals should know exactly what skills and training they need BRM candidates to bring to the table.

This People BRM Job Description will help CPOs, CHROs, CIOs, and CEOs develop a definitive profile of an executive who will maximize the convergence of the People function and business, and deliver value through business relationship management capability.

“Great leaders create great leaders in everyone around them. BRMs are great leaders.”
-Aaron Barnes, CEO and co-founder, BRM Institute

People BRM Job Description

The Role of the People Business Relationship Manager Summary

The People business relationship manager (PBRM) is a senior-level, strategic business partner who champions the strategic purpose of the organization though shared ownership for both People/ HR Functional Strategic areas including, but not limited to, HR operations, talent acquisition, training & development, talent management, culture, diversity, inclusion & equity, data & analytics, and organizational design and Business Strategy to enable business value results. The PBRM owns executive-level relationships and serves as a single point of focus, working to converge the corporate functions such as IT, Sales, Marketing, Finance, R&D, etc. and one or more lines of business or value streams. This is achieved by stimulating, surfacing, and shaping demand for capabilities and assets, in addition to ensuring that the potential business value from those capabilities and assets are captured, optimized, and recognized.

Through effective relationship management capabilities, the PBRM contributes to the business partner leadership team by actively partnering with business peers to determine strategic direction. They work to identify ways in which the PBRM’s function can support and advance business objectives.

Additionally, the PBRM shapes business demand into supply by 1) partnering with appropriate resources to facilitate the creation of workforce strategies, business cases, and value plans; 2) ensuring value optimization and communication; and 3) enabling continuous improvement in all areas and people around them.

Key Responsibilities

Strategic Partnering and Strategy

Coach business leaders and enable them to articulate their function’s (i.e. people, technology, etc.) needs and requirements that will advance business performance.  
Partner with communities of expertise to develop and maintain workforce strategies aligned to business capability roadmaps.  
Partner with business transformation teams (change flipping/management) to ensure effective business transformation for all initiatives.  
Partner with business leadership and communities of expertise to plan new people initiatives, evaluate proposals, and determine how they fit into business capability roadmaps and priorities.  
Think strategically by identifying business function opportunities and the best-suited position for the function’s adoption and effectiveness within the business partner organization. Work with business leadership to identify, establish, and develop future roadmap and opportunities.  
Communicate and integrate business partners’ long-range plans and business capability roadmaps into workforce strategies and priorities, as appropriate. Brief business partners on business area plans.  
Focus on value, culture, and evolution solutions that accelerate organizational health.
Build and manage the people function to ensure convergence and strategic partnering with the business partner team, including working closely with CxO leadership as executive sponsors for each business partner.  
Advocate for an awareness and focus on business partner strategic plans.  
Correlate business value and priorities to planning activities and goal-setting.  
Ensure that project/program managers of business partner projects are knowledgeable about the business partner and their objectives; engage as a project/program stakeholder, including evaluating project efforts and progress against joint strategic plans and objectives.  
Be creative and innovative with regards to your knowledge and awareness of industry trends and digital advances as they relate to new opportunities and business needs.  
Evaluate joint initiatives as they relate to corporate strategy to ensure convergence and opportunities for measurable success.  
Business Acumen at a business unit level, own the PBRM’s functional operating and project/program budget, and perform accurate budgeting and forecasting across operations and projects or programs.

Partnership and Relationship Management

Lead as the strategic interface between the PBRM’s function and business partner to stimulate, surface, and shape business demand and ensure that the potential business value from those assets and capabilities is captured, realized, optimized, and recognized.  
Establish value-adding, strategic partner relationship maturity for yourself in the role of a PBRM and for the entire people function.  
Develop a deep knowledge of the business partner’s business unit and build positive relationship development, both horizontally and vertically.  
Ensure business value realization and optimization, from strategic workforce plans through consultancy, business case development, financial awareness, managing expectations, and identifying opportunities to add value.  
Ensure project and initiative progress, including consistent and effective communication. This includes managing escalation and avoiding risk.  
Educate business partners about processes, roles, and capabilities.  
Establish communication processes and channels across business functions.  
Measure and communicate business value realized with the business partner on a periodic basis.

Knowledge and Skill Requirements

Education

MBA or related qualification
Graduate degree or progressive HR certificate
Business Relationship Management Professional (BRMP^®) preferred
Certified People Business Relationship Manager (CPBRM^TM) preferred
Master of Business Relationship Management (MBRM^®) preferred

Knowledge

Technical aptitude and the ability to assess and articulate risk variables
Must have and maintain credibility with the business community  
Must demonstrate acumen in business and function disciplines  
Understand and integrate business strategies and trends in human resources to deliver value  
Be able to influence others, using emotional intelligence, personal power, and situational leadership rather than positional power  
Strong communication skills in writing, speaking, and presenting  
An outside-in focus
Outstanding end customer/consumer relationship skills
Understanding of corporate functions, assets and capabilities
Ability to identify gaps and areas that need improvement
Strong humility, listening, creativity, and negotiation skills  
Accept ownership and accountability for decisions

Experience

8 – 10+ years of experience in the people function  
5+ years of equivalent business experience or human resource experience in Talent Acquisition, Talent Management, Development, Employee Experience Programs, Compensation & Benefits, and Employee Engagement
5+ years of experience facilitating the development and implementation of business initiatives and projects, based on management objectives

Competencies

Relationship-building: Ability to listen, build rapport, and credibility as a strategic partner vertically and horizontally within the business, as well as with leadership and functional teams
Strategic thinker: Ability to map joint organizational vision and long-term thinking, vision, and idea generation
Energy, focus, assertiveness, and diplomacy: Knowing when to push an agenda and when to let a situation develop, rest, or advance
Highly developed communication skills: Ability and comfort with working at executive levels, obtaining buy-in, and articulating strategic decisions
Highly skilled negotiating, conflict resolution and problem-solving: Achieve win- win outcomes at executive levels  
Exceptional ability to lead change: Leverage positive and collaborative methods resulting in organizational effectiveness and improved business performance 
Leadership: Setting the standard for business management, leading by example, coaching, mentoring, and motivating others in the PBRM team and at all levels in the organization
Anticipate Needs: Ability to set expectations with business partners and effectively leverage governance for a positive business partner experience  
Influence: Ability to break down silos within an organization as well across organizations
Results Oriented: Ability to focus on business value results, rather than short term solutions