| | DECEMBER 2022MANAGEHRMAGAZINE.COM8In MyOpinionBy Eric Low, Director, Human Resources, Carlsberg GroupI started my career as a HR Business Partner (HRBP) with a single vision of success: to work myself out of that job. That could mean many things, but for me, it was an organisation where the vast majority of Managers were empowered, successful leaders who acted altruistically for employees. It was a virtuous self-fulfilling cycle of growth that would retire the need of secondary leadership support of HRBPs. This was in the early 2000's when the onus of responsibility of all people-related metrics (read: succession planning, talent development, employee engagement, etc.) was as much HR's responsibility as it was line managements', and sometimes even more.Over the course of the last two decades, that notion of a self-empowered leader who is both business-and people-centric started to take shape. Organisations that focused on building leadership skills across its workforce started to report how intangible metrics like high employee engagement were directly linked to better business performance. This in turn spurred Eric LowHOW WILL HRBPS ENGAGE IN THE NEW WORLD?
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