Before diagnosing whether your HRBPs are strategic enough, find out whether your operating model permits them to be. Two weeks of logged time, four categories, one uncomfortable chart.
The output isn't a productivity measure and it shouldn't be introduced as one. If your team thinks they're being audited, the data will be useless and you'll have damaged something in the process.
The point is to compare where the time goes against what the role description promises, and to put that gap in front of business leaders. In most organisations the fourth category is the smallest by a considerable margin — and the leaders are more surprised by that than HR is.
It reframes the conversation from are our HRBPs strategic enough to have we built a system that permits them to be. That's a far more useful question, and it's one you can actually act on.
This framework comes from Your HRBPs don't have a performance problem. Your operating model does.
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