Our intro episode! Meet Tyson & Alexa and get acquainted with the People Problems podcast in all its glory. Subscribe to get new episodes weekly. Send your people problems to firstname.lastname@example.org - say that 3x fast!
[00:00:01] Presenter: Warning. This podcast is about the realities of working in people operations. This is not a stuck-up PC compliance-based or employment law podcast about stuffy outdated HR practices. Shit will get real here and we assume no responsibility.
[00:00:17] Alexa Baggio: Just another day in the office.
[00:00:18] Tyson Mackenzie: There's nothing better than a bunch of [unintelligible 00:00:19] getting around the table and sharing these stories. We have this out-of-body experience in HR where you're like, I get you. It's not that bad. It's not.
[00:00:29] Alexa: [unintelligible 00:00:29] on Tyson and I on this podcast will make you laugh.
[00:00:31] Presenter: This is the People Problems podcast with Alexa Baggio and Tyson Mackenzie.
[00:00:45] Alexa: All right, Tyson, I'm going to start this one off with a complete admission of failure. I cannot find a funny HR joke to open this episode with. I have been looking on the internet as have you and turns out, there's no HR humor I appreciate that's not just dark and sarcastic.
[00:01:01] Tyson: I think that's the problem with HR humor is that mostly it's just dark and sarcastic. That's my approach to HR humor.
[00:01:05] Alexa: Yes, which I'm fine with that part but I wanted to find you a good knock-knock joke instead of asking you what's not up again.
[00:01:13] Tyson: If anybody has one, send it. We need that. We need a good--
[00:01:17] Alexa: The world needs that, the internet needs--
[00:01:19] Tyson: The world needs HR.
[00:01:20] Alexa: Good HR jokes because these are being terrible. Google has failed me. It happens rarely, but they've failed me on this one. Anyway, humor, haha. Speaking of humor, we are going to talk about HR business partners and what the fuck that actually is today. Are you excited?
[00:01:39] Tyson: I'm so excited. Still trying to figure it out. I can't make a lot of promises. [chuckles]
[00:01:43] Alexa: I don't know if we're going to get the answers, but we're going to try. Give us a little context for this conversation.
[00:01:50] Tyson: Yes. Oftentimes, I get people reaching out to me asking about what an HR business partner is. I know when you're in school, oftentimes the goal is to become an HR business partner. That was a big deal for us when we were in college. Everybody wanted to be an HR business partner.
[00:02:05] Alexa: I suppose. I'm clearly way too liberal arts for that.
[00:02:09] Tyson: Look, I was studying HR management. At that time, it was the big thing. I guess a lot of people just don't know what an HR business partner does and a lot of people that work for companies that have HR business partners don't even know what they do. I'm often getting asked.
[00:02:25] Alexa: Are you ready for me to try to let the internet help us?
[00:02:28] Tyson: Yes, let's see what the internet says an HR business partner is before we get into it.
[00:02:31] Alexa: I'm not going to call these sources out because these are so fucking bad but let's see if you can decipher what this is. Ready? What is an HR business partner? The definition of an HR business partner is an experienced human resource professional who works directly with an organization's senior leadership to develop and direct an HR agenda that closely supports organizational goals. There's eight buzzwords in that sense.
[00:02:53] Tyson: Agenda. I like the use of the word agenda.
[00:02:56] Alexa: Rather than working primarily as part of the internal human resources department, the HR business partner works closely with senior leadership perhaps sitting on the board of directors or collaborating regularly with the C suite. Placing a human resource professional in close contact with executive leadership makes HR a part of the organizational strategy. The business partner model for human resources is becoming more and more popular amongst business organizations. I don't know when this was written, but it says what does an HR business partner do?
The role of an HRBP is to make sure human resource policies and procedures throughout the organization fit the needs goals and aims of the organization and its top leadership. I literally can't read any more of this, make my head hurt. Helpful? No? Do you want me to keep going?
[00:03:37] Tyson: I think the biggest thing to take away from all of those things that is actually important is the partnership with the business.
[00:03:44] Alexa: Yes, I got a partnership with leadership out of all of that jargon. I'm going to try one more time. Are you ready? This is a big ridiculous organization that shall not be named. The HR business partner position is responsible for aligning business objectives with employees and management in designated business units. The position formulates partnerships across the HR function to deliver value-added service to management and employees that reflects the business objectives of the organization. Drink every time they say business objectives.
The [chuckles] HRBP maintains an effective level of business literacy about the business unit's financial position, its mid-range plans, its culture and its competition.
[00:04:24] Tyson: I think is probably why there's so much jargon of what an HR business partner is because it's jargony.
[00:04:30] Alexa: It's so jargony.
[00:04:31] Tyson: How many ways can you say that an HR business partner partners with the business? You just said that 37,000 different ways.
[00:04:36] Alexa: That's even in the fucking title, yes.
[00:04:39] Tyson: The gig is up HR business partners do partner with the business, as we've been told 7,000 different ways by Alexa.
[00:04:46] Alexa: The business's objective with leadership. Leadership and objective that's what I'm getting here. What else do we know?
[00:04:55] Tyson: [unintelligible 00:04:56] at the very basic version of what an HR business partner does, is that an HR business partner should be the translator. They should be able to translate HR into business, and business into HR.
[00:05:10] Alexa: Shouldn't that just be everyone who works in HR? Why do we need a special person for that?
[00:05:14] Tyson: Because oftentimes in HR, and again, I'm talking about large companies with large HR departments, you usually have groups in some companies they call them COE groups or center of excellence groups or center of expertise, whatever you want to call them, and they do the building of HR. They build the tools, they decide what the philosophies are and they build all the things. They never talk to managers. They should , but they don't. There is this gap between the business leaders, and all these people that are building what HR is doing.
That's why you need this middle man or middle woman, which is this business partner. They should be the ones that know the business inside and out. Like if you're supporting group of architects, you should know about architecture. You need to know what the hell their terminology means. You need to actually know that stuff. Then you also need to know the ins and outs of the HR things that are being built. Like what's our [unintelligible 00:06:28] philosophy and how that's applied, and what is it that all look like in all the different groups. Then you need to be the person making sure that there's a translation in between.
[00:06:38] Alexa: Yes. I'm laughing, no one can see me, but I'm over here laughing, and I know you can see me, because you're going to love a little bit of the history of where HR business partner came from. There's actually a guy who's credited for creating the term HR business partner his name's Dave Ulrich. He came up with this philosophy in the late '90s, apparently. This article says that he saw the HR business partner as a strategic advisor. Somebody who sat at an organization's leadership table and didn't get their hands dirty with the operational side of HR, such as employee relations. [chuckles]
This article is basically saying like, "Oh, God, can't deal with the employees. Must just talk to leadership." What the actual fuck. No wonder this job description makes no sense and no one knows what this actually is.
[00:07:25] Tyson: To be fair I will say that-
[00:07:27] Alexa: Dave Ulrich, shame on you.
[00:07:28] Tyson: -even in my time in HR, the term HR business partner has been making its way down the organization. Back when we started--
[00:07:38] Alexa: I've seen a bunch of articles that conflated with just HR manager, it's like a manager or a business partner.
[00:07:43] Tyson: Now, actually, it's I would say more closely linked to a generalist. It's really, really being watered down. Back when I started in HR, the HR business partner was usually closer to a director level. They were working much higher with much higher people on leadership, partnership with the business.
[00:08:02] Alexa: Partnering with the business.
[00:08:03] Tyson: Their partner would be like a vice president level. Then you had your consultants or your advisors or your generalists that just worked with the lay people. That business partner was actually leading HR for that function of the business. [chuckles] I sound so fucking redundant.
[00:08:23] Alexa: Say the word strategy, and you've really just crushed it.
[00:08:27] Tyson: [laughs] I can't. They're building the HR strategy for the business.
[00:08:30] Alexa: Fucking hard.
[00:08:31] Tyson: It's hard.
[00:08:33] Alexa: Because it's also a 30-year-old concept. I realize that we're millennials so the '90s still feels fresh to us. By the way they're coming back. I've said that 30 times, but the '90s are coming back. I'm going to wear my JNCO jeans, and I'm going to fucking love it, but this is 30 years old at this point. Yes, obviously, it's evolved. I think the concept of having someone who translates which is a lot about what we talk about the actual, like the new brand of people [unintelligible 00:08:57] it's [crosstalk]
Instead of the translator I talk about as being the bridge, that's really what this is. It's like, "Business needs to do X, humans want Y, calculate and translate." I think in bigger organizations, to your point, it's like, "This is the army of people that go articulate back to the teams and to the business units, what it is on a philosophical "strategic level" the organization wants to do with its humans, but doesn't that by definition create a void between them? Like you said, I mean, it's got to be problematic. There's a body at the head that's occasionally sending signals to its tentacles.
[00:09:36] Tyson: That's challenging, and I do want to double down on that point because you talked about the new HR. Oftentimes, the reason why this HR business partner title is getting watered down is because organizations in an effort to be less of a personnel department and more of that strategic HR that we talk about a lot, they change the title of their generalist to be HR business partners to help
[00:10:00] Tyson: Create an image that that person is more tightly aligned to the business and more strategic.
[00:10:06] Alexa: Not the fucking [unintelligible 00:10:07] department.
[00:10:09] Tyson: Right. That's part of that image control or trying to move away from the admin side and move. All that to say that's sort of why the rule has been filtered down and now oftentimes companies have a talent coordinator, and then an HR business partner, and then an HR director. They've kind of lost so much in between. Sometimes you don't even see manager as much as you used to. Everyone's just called HR business partner and then you've got different levels of that.
[00:10:36] Alexa: Now I think we just do a whole fucking episode on the roles of HR and the hierarchy because this shit doesn't make any fucking sense. Unless it's clearly BP of HR or chief people officer. I truly just have to be like, "What the fuck do you actually do?"
[00:10:51] Tyson: BP is [crosstalk] catch all.
[00:10:52] Alexa: Yes, or it's just like generalist or--
[00:10:55] Tyson: It really is. When people ask me I kind of say that. Even at work, they'll be like, "Oh tell me what's an HR business partner do?" I'm like, "Really, I'm like the catch-all of HR. I am, the generalist. I know all the things about everything HR at this company."
[00:11:08] Alexa: I work with one particular unit of the business.
[00:11:11] Tyson: Right. That's super important about being a business partner. You want to be embedded with them. For example, I often see my team as my client, more so than my HR team. If I go to social events, I'm going to my clients' social events, or I'm showing up--
[00:11:30] Alexa: That's a fascinating way to think about the people that you are in charge of representing internally. They're your clients. I kind of love that.
[00:11:38] Tyson: Yes, it's outdated, maybe, but I still use it because I think it's pretty common lingo in the HR world.
[00:11:47] Alexa: I mean, I just use the word team all the time because I feel like it's more democratic, but--
[00:11:51] Tyson: Right, but you've got your team, which I would say is me and my HRBP team and then you've got your clients, which is the business that you support. Anyways, the goal really is going back to this, it's that embeddedness. Again, you want to be showing up to their meetings, their town halls, all that stuff. It shouldn't be strange for you to be there as HR.
[00:12:17] Alexa: What are your goals? You're an HRBP, whatever. All right clearly the title is not going to demystify this for anybody. You're like, "Fuck, I really still don't understand Tyson, Alexa. You clearly don't understand what the fuck is the goal of my HRBP?" How are these people incentivized? What are their internal goals? What is the sign of a good effective HRBP?
[00:12:38] Tyson: I think the goal, in general, this is as basic as it can come, is just to attract and keep the best people and to do the best work. We want people there that are doing the best work. Those people are achieving the business goals and pushing the company forward. It's our job to make sure that we have the practices in place to make sure that that happens.
[00:13:09] Alexa: I'm going to make a stupid fucking sports analogy here but I feel a little bit like your team manager. There's the coach and that's usually, whoever runs the team.
[00:13:21] Tyson: The business. [laughs]
[00:13:22] Alexa: The business. Drink every time we say business. People are going to get wasted listening to this. Then there's the person who books the friendlies, makes sure you have the right recruiting practices in place, makes sure your scouts are at the right tournaments, the person who's kind of handling all, the like, does the team have the shit it needs to function as a team so that you can get the best players so that you can keep the best talent so that you can have the best facilities, et cetera, et cetera? There are those people on large sports teams and they are not coaches and they are not players. I think that's kind of a good analogy for this role.
[00:13:58] Tyson: It is.
[00:13:58] Alexa: That's the goal here is to make sure we booked the right friendlies, make sure we have the right players, make sure the players have the right resources. Make sure the managers have the right resources. The coaches have the right facilities, all that jazz. I told you, I'm a dumb jock, I'm going to make a lot and I don't even watch sports.
[00:14:14] Tyson: That actually is a really good analogy. Even setting the tone of the team to attract people or to make it better. Even stuff like that, that's where you would be really leaning in and helping so yes, I think that's a really good analogy.
[00:14:31] Alexa: I've seen sports teams, professional, college, semi-pro, where they're our team manager is like the bleeding heart of this thing. That person or that woman, that person, whatever, we wouldn't be this team without them. The coaches will attribute it, everybody will be like, "That person basically makes this tick." All the shit you see off the field that makes us able to perform on the field it's that team or that person. That's kind of I think the analogy for an HR business partner, even though I'm sure this gets bastardized because to exactly the point of this conversation, nobody really knows what this is. I feel it's very easy. I think this is something that happens. I can only speak to this industry because this is the industry I know, but I think people do this with titles a lot. It's one of the things people ask us all the time. The people of society they're like, oh, was people ops? Is that just like a lipstick on a pig? Is that just another name for HR?
For some people, yes, for other people, it is a true designation of a different role and a different function.
It's a very intentional title, but people are not intentional with this shit all the time. They hear one fad or they hear one new thing. Like you said, when you were in college you were studying this, it was the new thing. Now, it's fucking everywhere and it doesn't even make sense. You can't tell a good HR business partner from a bad HR business partner because it's all just the same fucking title and it's everywhere.
It's been diluted in both title and effectiveness and that sucks because, in theory, I actually think the concept of this team manager idea, it's important. You need it, especially in big organizations where you're trying to keep everybody rowing in the same fucking direction. It's just a shame [chuckles] that so much gets co-opted and diluted in this industry.
[00:16:17] Tyson: It's an interesting role too because I think I've compared it to even being like a puppeteer sometimes or an owl. You hear the employee's perspective and you know the blood, sweat, and tears of what is going on in the organization. You have so much context, whether it's the top-secret project that's coming down the pipeline that only you know about, but you can't communicate to leadership yet or an employee's complaint or what a leader's planning for their team. You know all of this information and you have to work to put the puzzle pieces together without always--
[00:16:59] Alexa: [unintelligible 00:16:59] what to filter through.
[00:17:00] Tyson: Filtering things and swaying the business towards something because again, let's not waste time on that because you know deep down that there's something else coming that's more important. You do a little bit of this puppeteering or the worst is when you are dealing with a performance situation and you've got the employee who reaches out to you and you're managing them, and then the leader who's reaching out and you're coaching them. You're trying to provide support on both sides in an effort for them to come together and [crosstak]
[00:17:27] Alexa: Feels like when I try to set my friends up.
[00:17:29] Tyson: [chuckles] Exactly.
[00:17:30] Alexa: I'm like, "I'm not going to tell you that he said that, and I'm not going to tell you that she said that, but I'm still trying to hook you guys up." I've definitely coached a few people into marriages and relationships before.
[00:17:42] Tyson: That [unintelligible 00:17:43] for you. [chuckles]
[00:17:44] Alexa: I introduced an HR business partner to a few marriages.
[00:17:49] Tyson: There's definitely a lot of that.
[00:17:52] Alexa: To be fair, I totally understand why some of the stigma in this industry is what it is because that's fucking hard to do well. You could wind up just being the fucking gossip. You could wind up being the gatekeeper. You could wind up being all these really horribly stigmatized roles if you don't have the skills, equipment, and EQ to manage all of that shit and say, my goal here is to act as the filter between the team and the leadership that gets us towards our objectives.
[00:18:21] Tyson: That's exactly it.
[00:18:24] Alexa: Imagine all the people that got into all of this profession and they're just a broken fucking filter. That's when people go like, "Oh, fuck HR, it's a broken fucking filter. It's not filtering for the right things.
[00:18:36] Tyson: Exactly. That's why it's so important that you are embedded into whatever the team is that you're working with because you need to know everything that they're working towards, what are their sore spots? What keeps them up at night?
[00:18:49] Alexa: What's their dynamics?
[00:18:50] Tyson: What is their culture? [laughs]
[00:18:54] Alexa: Fuck you.
[00:18:56] Tyson: I'm just kidding. What makes them tick? How do they make money? What makes them successful? What makes them fail? Those types of things.
[00:19:07] Alexa: As a team, as individuals, as project groups, you're the keeper of the context.
[00:19:13] Tyson: Exactly. [unintelligible 00:19:14] would be a better title. Keeper of context because we don't really make a lot of decisions, we don't. We just need to know all the information, share it in a way that it makes sense to people so that they-
[00:19:34] Alexa: Message manipulation
[00:19:36] Tyson: -can make decisions. Manipulator is a good word that I prefer to HR people.
[00:19:40] Alexa: Context manipulation. There we go.
[00:19:43] Tyson: We don't call it manipulation though. We call it persuasion or something. I don't know. Maybe there's a better-- Manipulate just has a negative connotation.
[00:19:49] Alexa: Of course, it does. That was intentional. I can see persuasion being the powers of persuasion.
[00:19:54] Tyson: Persuasion is a really important-- Because look, oftentimes, like I said, we don't make
decisions but I can tell you right now, I can usually make a manager, make the decision that I want them to make. [chuckles]
[00:20:07] Alexa: Watch out if you work with Tyson.
[00:20:10] Tyson: I just like the mind. [chuckles] [crosstalk]
[00:20:12] Alexa: When she's mind fucking you and you don't know it.
[00:20:15] Tyson: Because you can usually present the data in a way. I like to use pros and cons, that type of thing, options, giving people options,. Those are my tactics. [crosstalk]
[00:20:24] Alexa: Oh, I can't trust you with anything. Next time you give me an option, I'm going to be really skeptical.
[00:20:30] Tyson: Carefully crafted options.
[00:20:30] Alexa: What are you working on me, Tyson. What's your end game here?
[00:20:35] Tyson: There's a savviness to being an HR business partner that I do not take lightlly.
[00:20:39] Alexa: Again, why I think it gets like, why this industry gets fucked because to be good at it, it's actually pretty hard.
[00:20:44] Tyson: It is hard.
[00:20:45] Alexa: In fact, you have to be like a little bit of tough, figure you got to be very adaptable, you got to be very nimble, you got to be very personable, got to be persuasive.
[00:20:52] Tyson: I feel likable too, right?
[00:20:54] Alexa: You got to-
[00:20:54] Tyson: I'm not saying I'm likable.
[00:20:57] Alexa: I can't stand you.
[00:20:59] Tyson: [chuckles] I feel like a lot of people can't stand me, but you have to be able to get people--
[00:21:03] Alexa: They're not listening to this podcast. I promise.
[00:21:06] Tyson: There was one maybe who was listening to this podcast.
[00:21:08] Alexa: Haters are going to hate you, haters going to hate.
[00:21:11] Tyson: No, but you really have to be able to present information in a way that people trust it. It's credible like we talk about all the time.
[00:21:19] Alexa: Adaptability. I was talking to someone on my team yesterday about I'm going to fuck this up. I'm sure, but it was like, why does everybody love James Bond was the general gist of the comment, I guess there's some quote about this and it's has something to do with like he's impossibly competent in all situations. He can shoot a gun and then he can be in a tux drinking a martini getting laid by a hot chick and then he can turn around and jump on a roof and then he can turn around and sweet talk a villain. He's hot, just impossibly competent.
I feel like it takes a little bit of that to do this really well. You're filtering between two things that are at odds with each other. There's a lot of fucking humans in the way, which just makes everything like a multifaceted problem to solve. To be really good at that, I think is pretty fucking gangster. I also could imagine that there's a lot of people in and around this profession that are shit at that because they either haven't been given the tools, weren't hired for the right role. They've been called the HR business partner, but nobody told them what the fuck that actually is. Just asking them to push paper and be an admin.
I think I get fucking stoked to be in a room full of people that do that for a living, although I'm sure I'd be on my heels because I'm just getting worked all the time apparently, fucking mind master class.
[00:22:30] Tyson: No and toggling between the hats as well is really important. The way you show up in front of an executive is very different than the way you might show up in front of a lead or a supervisor that you shoot the shit with all the time and you really [inaudible 00:22:47]-
[00:22:47] Alexa: highly adaptable
[00:22:49] Tyson: -versus an employee. There's so much and you also have to have impeccably good judgment. An example, sometimes, like I mentioned that there's a something, it's secret, it's coming down the lines, maybe, some big reorg is happening and you know about it because HR is usually brought in early on these types of things. The people you work with don't know about it yet. Sometimes you can give little hints here and there to the people that you trust because that builds your relationship. There's a lot of information about this.
[00:23:18] Alexa: This is the surprises.
[00:23:21] Tyson: There's not a lot of information about this coming out yet, but I just want to let you know that there is a change coming and you'll hear it from me first. You need to be able to have that savviness. Which is super important.
[00:23:32] Alexa: Just like some Frank Underwood House of Cards shit.
[00:23:36] Tyson: I love all the comparisons. The team manager, James Bond, whoever the hell that is, is mentioned.
[00:23:43] Alexa: I can go for a [unintelligible 00:23:43]
[00:23:44] Alexa: I don't know if I have a fourth in me. I don't know if anybody wants to wait for me to come up with a fourth, but I'm trying to put this shit on a pedestal Tyson. Shh, I'm trying to make you sound like a gangster.
[00:23:54] Tyson: It's good though, for people to understand. Again, going back when I was in college, everybody wanted to be an HR business partner so I know a lot of people reach out to me through hr.shook and they asked, "How do I get into a job like that?" Or like, "What skills that are important for HR business partners?" That's a lot of what this is what we're talking about.
[00:24:13] Alexa: What do you tell them is the best part?
[00:24:19] Tyson: Partnering with [unintelligible 00:24:20]. [laughs]
[00:24:26] Alexa: [unintelligible 00:24:26].
[00:24:29] Tyson: I can't help myself. The best part is just when you get to a place with-- and my preference is actually working with managers. I, obviously, have to work with employees, but I love working with managers and I love, love, love when I'm just sitting with a manager and we're just brainstorming how to do something better. We have a really shitty situation. I don't feel like I have to show up with all the answers, but we can sit there as equals and talk about how to make something better. I love that, I love, love, love that. I love having influence. I love being respected for my opinion on matters as an equal, especially as a young woman. Again, I would like to throw that out there like casually, but I think I've always worked in pretty male-dominated fields, I would say. My clients have always been male-dominated. You're in a meeting with a group of leaders, and they say, "Tyson, what do you think on this?" It might not even be HR-related, It could just be like something else, just generally, about the team.
[00:25:30] Alexa: Good judgment.
[00:25:30] Tyson: That's, the best part.
[00:25:32] Alexa: Awesome. Any things that if you're thinking you want to be an HR business partner that you would tell someone don't get into this, if you don't want to do X, Y, or Z? Like this is not the right role for you, If blank?
[00:25:44] Tyson: Probably, you need to be able to help make difficult decisions and some people just can't do that and it's hard. Sometimes you're going to be present for conversations that you're thinking like difficult companies. I'm not just talking about like firing people and that thing, but just generally, there can be difficult conversations, like the way we want to handle things or that thing.
You just have to be prepared for that and sometimes you have to be able to challenge the business. If they're starting to do something that you're like, "That's not right." You need to have the guts to be able to say, "Let's think about this a different way." You cannot be a yes, person. I don't know if that's confidence or?
[00:26:34] Alexa: You can't be conflict-avoiding, but conflict feels like a negative word in this conversation. I don't mean it to be I just can't come up with a better one right now.
[00:26:42] Tyson: You need to have the guts to be able to stand up to someone who is likely much more senior than you are and say let's consider these different options. Because sometimes they start making decisions in a silo or they jumped the gun on making certain that, let's just fire this person, and it's very easy to just say, yes, okay, and then you end up making bad decisions. I would just say, you need to have the guts to be able to push back on people.
[00:27:10] Alexa: You got to be able to work with people to get them from A to B and sometimes that just sucks.
[00:27:13] Tyson: Yes, and it's hard, especially because-- Look if you're sitting there talking to a BP, and oftentimes, your level is not matched to the level that you work with, right? I might be four levels below the people that I'm having to say no to. You don't be a no person either, but you need to be able to have the conversations and push back and just not be a yes person. No, but maybe it's a better answer.
[00:27:36] Alexa: No, but not yes, Ann. [unintelligible 00:27:39] would be so mad at you. All right, anything else we want to leave our lovely audience with in terms of now I think I finally understand what the fuck an HR business partner is, but any parting wisdom, Tyson?
[00:27:51] Tyson: Honestly, there are probably people listening to this that are like, I'm an HR business partner, and that's not at all how I think of this role.
[00:27:56] Alexa: Totally fair, we'd love to hear from you, and also it doesn't sound like based on any of the definitions that Google offers us that there's any definition that's specific enough to identify exactly what this is. Yes, probably a lot of people that do variations of this.
[00:28:11] Tyson: Let us know if you think something differently about what is an HR business partner [crosstalk]. Let us know.
[00:28:19] Alexa: Yes, we're all ears. All right, Tyson. That's a wrap.
[00:28:22] Tyson: Awesome. Thanks.
[00:28:24] Alexa: This episode was executive produced by me, Alexa Baggio with audio production by [unintelligible 00:28:27] Harmonies our intro music was also done by the wonderful [unintelligible 00:28:30] Harmonies. You can find more information about us and future episodes at peopleproblemspod.com or follow us at
[00:28:37] [END OF AUDIO]