I’ve been noticing a pattern with some of my clients when I utter the word “HR”–the proverbial eye roll. “What does HR say?” Queue the eye roll. “I think an important next step would be to bring HR on board.” An eye roll rapidly followed by, “Do we have to?” Now before I completely tick off the entire SHRM organization, please know I’m on your side.
I spent the first decade of my career in HR. I spent the next decade keeping my HR and Finance partners as close as possible. In fact, my support team was so valuable in my sales exec role, I gave up revenue generating headcount to build critical staff support functions.
4 Reasons HR Gets a Bad Rap
So if you’re an awesome strategic partner full of confident humility and strategic vision, with a seat at the table, and focused on business results, please comment and share your secret.
If you’re in HR and not getting the respect you want, or if you’ve suffered through a bad HR experience, please share your words of wisdom as well.
1. Weak Talent
Of course this is a real head scratcher that can damage the credibility of the entire HR organization. The HR (or training) organization becomes the dumping ground for people who struggled to “carry a bag” in the sales function or meet their P & L in an executive role. After all they’ve “always been good with people,” so someone “saves” them by moving them to an HR role where they can do “less harm.”
Of course no one says any of this out loud, but the masses are watching. Your A players are watching the most closely, so if this is the game, you can bet your 9 box performance potential grid, they’ll have no interest in an HR assignment, even to round out their resume.
You need YOUR BEST players managing your people strategy, not your leftovers. And even letting one or two mediocre players hang on diminishes credibility for an organization proposing candidates or offering advice on performance management.
2. Disconnected Metrics
If the most important HR metrics are anything other than tangible business results, you’ll never be a serious strategic partner. Sure you can have process metrics like “time to staff positions” or “diversity profiles,” but HR departments that are focused primarily on such metrics lose focus and make stupid recommendations that result in the wrong candidates being hired or promoted for the wrong reasons.
3. Power trips
I’ve seen witch hunts, goose chases and all kinds of stupidity when a frustrated HR person gets caught up in the power of their position rather than what’s right for the business or for the human beings inside it.
4. Blinding rules and regulations
Strategic HR people sit at the table offering highly creative solutions to real business problems. Sure, they offer advice and stay on the right side of compliance, the law, and the overall good, but stupid adherence to policies that make no business sense will immediately cause people to work around you, rather than inviting you to the bigger conversation.
HR belongs at the table. The best HR folks I know are business leaders first, who also happen to have amazing expertise in HR.