75% of CHROs expect their HR Business Partners (HRBPs) to be strategic partners to the line. However, less than 20% of line leaders say that's happening. Organizations have invested in developing HRBP competencies, but individual attributes are only half the picture.

It is obvious that HR nowadays has been pushed to become a business partner to support performance and profit but not many of them are clear of what they suppose to do. This requires clarity of what is HRBP suppose to be. Not just a supporting function with highly customer focus oriented and provide best services, but HRBP challenged to boost performance and generate more profit to business.