HRBP-rollen och samspelet inom HR-funktionen - En fallstudie i en shared service-organisation

Abstract

Shared service organizations have become a commonly used model in how to organize the HR function in large organizations. The HR function is here divided in three parts: HR business partners, service centre and centre of expertise. Implementing a shared service model and adapting it to the conditions of a specific organization has shown to be complex. Especially the HRBP role and the interplay between the three parts of the HR function have proven to be challenging. The purpose of this study is to investigate HRBP’s role in a shared service organization and the interplay between HRBP, service center and center of expertise. The study is conducted by using a qualitative method. The study is a single case study performed at a large global organization, referringing to as Organisation X. The empirics consists of nine semi-structured interviews with three HRBP:s, two employees from the service centre, two employees from the center of expertise and two managers within the company. The interviews have been transcribed and analyzed with a thematic analysis and the empirics have also been linked to previous research. The study found that the role of HRBP is not as unclear as earlier stated, however it is comprehensive and includes a wide range of assignments. The HRBP role carries a lot of expectations from both HR colleagues, line managers and other customers which can be difficult to fulfill. The close relation between HRBP:s and the business usually makes the HRBP feel more loyal to the business than to the HR function. The study also found that the HR function is seen as three separate parts by the employees in the HR function, instead of one unit. One of the major challenges is creating an understanding of the other parts within the HR function, their priorities and their work. The interplay between the HRBP:s and the service center and the center of expertise can be improved in several ways, that is, enhanced communication between all three parts, working together at the same geographical unit, work rotation and creating common purposes for the HR function. Creating an effective HR function in a shared service organization requires time and dedication.