The Evolving Role of HR: From Support to Strategic Business Partner, ETHRWorld

Time of India

23-05-2025

'In today's business environment, HR has two clear mandates: make money or save it. If it does neither, it risks becoming irrelevant.'
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That's the blunt assessment offered in a sharp take on the future of HR , framed through the lens of strategic business partnering . And what does that mean exactly?'Strategic means being smart, relevant, and intentional. Business means driving outcomes, either generating revenue or saving costs. And partnering means collaborating across the board, even with teams you may not always agree with—finance, tech, operations, all of them,' said Yamini Aadya Goyal, CHRO of Indian Bank Global Support Services, on the sidelines of ETHRWorld Future Forward Chennai Chapter.For HR to earn a seat at the strategic table, it must contribute where it counts: by hiring the right talent, retaining top performers, and ensuring the learning and development budget delivers real value, not just induction programs. This, especially in the context of Global Capability Centres (GCCs), positions HR as either a revenue enabler or a cost savior.'You may know you're adding value, but unless the rest of the business knows it too, and you have the data to prove it, it doesn't matter,' Goyal said, adding that the future of HR, then, belongs to those who can speak the language of business, and prove their impact in real terms.However, as HR continues to evolve from a support function to a strategic enabler, industry leaders agree on one thing: its future lies in aligning deeply with business goals while staying rooted in human values, especially in an era increasingly defined by artificial intelligence (AI) and automation.'When Jacob George, Head - HR, TransUnion GCC India, began his career, there were round robins about HR business partnering and strategic alignment. Back then, 'HR in the boardroom' was a lofty goal, but today, he said it's a reality.'HR is in the boardroom now. That evolution is ongoing, and we're in a great place. Yet, the journey is far from over. The real opportunity lies in what HR chooses to champion next,' George said.'Whatever the disruptions ahead—be it AI, automation, or shifts in the workplace, the need for a strong, values-driven culture won't go away. And if HR becomes the culture champion and advisor to business, that's not just a responsibility, it's our future,' he added.Establishing credibility through execution, HR leaders argued, is what earns professionals the respect and trust needed to push boundaries and offer strategic input. Credibility, according to Balaji Ethirajan, Global CHRO, TVS Supply Chain Solutions, is the foundation of strategic influence in HR. And it begins with simply delivering on what's expected.'Before you start advising, consulting, or bringing in big ideas, you have to do the basics right. That's non-negotiable,' he said, adding, 'This applies to everyone, whether you're just starting out, a general manager, or a CHRO. You've been hired to do a job, and you need to demonstrate success in that role first.''Once you deliver, you build trust. Then you can start pushing the envelope, offering new ideas, influencing decisions. But if you skip the basics and jump straight to strategy, you might get indulged, but you won't be taken seriously,' the CHRO said.Referencing frameworks like Maslow's hierarchy, Ethirajan emphasised the importance of first meeting foundational expectations before aspiring to higher-order impact.In a nutshell, to be truly strategic and future-ready, HR must go beyond good intentions and embrace a comprehensive skillset that balances delivery, adaptability, communication, and courage.HR needs to reflect on four pillars: delivery, technology readiness, communication, and the courage to stand firm.The first step, according to Nageshwar PB, Group CHRO, Casagrand Builder, is professional competence. 'Do we have the domain expertise? Do we know our job well? That's foundational. Without that, we cannot deliver what's expected, let alone be strategic,' he said.The second, equally critical, is embracing emerging technologies. The third pillar is communication, an underrated yet essential HR competency.'The fourth, and perhaps most personal insight, was about integrity and backbone,' PB said, adding, 'We all talk about skills like reading a profit and loss (P&L) or understanding a balance sheet, and yes, those are expected. But if I had to add one defining trait for HR success at any level, it's this: a strong spine. You need to have the courage to stand up for what's right, even if it means challenging the CEO.'