The Future of HR Business Partnering. AI, Design Thinking & Product Mindsets.

In today's rapidly evolving workplace, artificial intelligence (AI) is no longer a future concept—it's a present-day disruptor. For HR professionals, and especially HR Business Partners (HRBPs), this shift is not just about automation; it’s about reinvention. AI is transforming how HR delivers value, moving us from transactional support to strategic enablement—and it’s happening faster than many of us realise.

This post explores key insights from recent research by Bulka Jacobs and McKinsey, spotlighting how AI and design thinking are reshaping the HR operating model—and what this means for the HRBP role of tomorrow.

Pressure from the Top and Bottom: The Catalyst for Change

According to Bulka Jacobs' research “AI is Reshaping the HR Operating Model”, leading companies are experiencing pressure from both ends of the spectrum:

• From the top, business leaders demand integrated, cross-functional solutions to solve complex people and organisational challenges—not just siloed HR expertise.

• From the bottom, AI is automating transactional tasks at a rapid pace. For example, in a 30,000-employee organisation, AI adoption shows:

  • 29% average efficiency potential across HR

  • £5.22 million in annual cost savings

  • 50% efficiency impact on HR operational roles

  • 19% impact on HRBPs, freeing them to focus on strategic work

The Three Dimensions of AI-Driven Transformation in HR

Jacobs' research breaks down AI’s influence into three powerful value drivers:

1. Efficiency – Automating routine tasks to free up HR capacity

2. Innovation – Enabling brand-new services and capabilities that weren’t previously possible

3. Personalisation – Delivering tailored HR experiences to broader employee populations in scalable ways

This isn’t just evolution—it’s reinvention.

From Traditional HR to Product-Oriented Structures

Many HR teams still operate in traditional models: Centres of Excellence, HRBPs, and shared services. However, modern HR is moving toward a product-oriented model, where:

• Product Managers own end-to-end HR solutions based on real user needs

• Problem Solvers work cross-functionally to address complex challenges

• Service Delivery Teams orchestrate seamless collaboration between AI and humans

• AI takes over increasing amounts of transactional and analytical work

This model demands a shift in mindset and capability—especially for HRBPs.

What HR Leaders Need to Do Next

The research recommends three key steps for HR leaders navigating this transformation:

1. Assess the Starting Point

   • Evaluate your current HR operating model maturity, AI readiness, and workforce capabilities.

2. Define the Target Operating Model

   • Design a product-oriented structure with clear roles, governance, and measurable value.

3. Build Product Management Capability

   • Most HR functions are new to product thinking. Now is the time to develop these skills.

HRBPs: Evolving from Firefighters to Strategic Designers

The HRBP role is undergoing a quiet revolution. No longer reactive trouble-shooters, HRBPs are becoming strategic enablers. Here are four emerging shifts:

1. From Operational to Strategic

With AI automating low-value tasks, HRBPs can focus on workforce strategy, capability building, and change leadership.

2. Becoming Data Translators

HRBPs must harness AI tools to interpret data in real time—moving beyond spreadsheets and dashboards into insight-driven decision-making.

3. Adopting an Advisory Mindset

Rather than just implementing top-down solutions, HRBPs are becoming in-house consultants, co-creating solutions with business leaders.

4. Embracing Tech Fluency

You don’t need to code—but you do need to understand what digital tools can do, how to ask the right questions, and what “good” looks like.

The Rise of HRBPs as Product Designers

One of the most exciting developments is the emergence of HRBPs as product designers. Design thinking is no longer a “nice-to-have”—it’s becoming a core skill in solving complex business problems.

This means:

• Framing business problems like a product manager

• Designing employee experiences as carefully as customer journeys

• Testing and iterating HR solutions

• Measuring adoption and outcomes

Examples are already here:

• Monzo Bank recently posted a role focused on “people product design”—cantered entirely around employee experience.

• Mastercard created an SVP role for “People Capability, HR Product & AI”—a true fusion of HR and product leadership.

McKinsey’s Future-Ready HR Model

McKinsey’s research complements this shift, envisioning an HR function built around:

• Communities of Expertise focused on innovation and AI

• People Consultants (former HRBPs) embedded in agile teams across the business

• AI-powered Shared Services delivering seamless transactional support

In this model, HR is not a back-office function—it’s a strategic partner and enabler.

Final Thoughts: From Ownership to Co-Creation

We’re entering an era where HR doesn't own every process—it enables co-creation across the business. As AI becomes a core enabler, HRBPs are stepping into hybrid roles: part strategist, part product thinker, part data translator.

If you're an HRBP, now is the time to explore product development, design thinking, and AI-powered insights. The future isn't just coming—it’s already here.

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