Going Native

For years, one of the most pointed criticisms of a Human Resources Business Partner ("HRBP": a line HR representative working with business executives) has been that she has "gone native".

Aside from the borderline political incorrectness of the phrase, it's important to define a little more clearly what this phrase means versus how it's sometimes used. I know, because I have used the phrase pejoratively, when I was in a corporate corporate HR function (sometimes called a COE, for Center of Excellence) setting policy and procedure for HR programs. And, on the flip side, I am sure I have been accused of it when working with business leaders, as an HRBP. (Dharma invoking Karma?)

If by "going native" we mean making decisions that place the business objectives of the company as a whole above a one-size-fits-all HR practice (that is in place to make a large company run smoothly but cannot possibly foresee every critical business reality) -- then any Business Partner that doesn't "go native" should be walked out the door, because they are negatively impacting the long term success of the company. This is not a license for anarchy, but it's what we expect of any leader.

On the other hand, if "going native" refers to a Business Partner that puts the interests of a single division or person ahead of those of the company, then that Business Partner should be shown the exit. But this is seldom, if ever, how the phrase is used.

The next time you hear someone talk about someone "going native" in a professional setting, stop and ask for clarifying examples of the behavior and of the impact to the company's results. You may be surprised by the answers, and learn a lot more about the accuser than about the accused.