Who Needs an HR Department?

Rebecca Mazin
Sat, 23 Nov 2013 00:00:00 +0000

Ask a Human Resources professional why they chose the career and you are likely to hear, "I wanted to help people." Query them further about their work and you will probably listen to frustration about, "fighting for a seat at the table," or burgeoning government legislation. I didn't head for HR, and stick with it, because I described myself as a "people person." In college and during my first few years in the work world I was focused on being a labor relations pro. Working in a manufacturing facility I quickly learned that I could not barrel my way through a request. I had to develop relationships of trust and cultivate respect. These lessons became even more essential when I moved into the hospitality industry and faced increasingly complicated situations dealing with multiple unions.

The luster of labor relations wore off when conflict resolution became more about the goals of the union than those of employees; it was no longer what might be best for this particular employer but rather ensuring consistency between bargaining units. My last corporate stop was a startup where I was the twelfth employee hired and remained for 10 years, three changes of ownership, and headed HR for a staff that grew to almost 800.

Today I value the synergy between consulting, writing, and training as a human resources professional. After a particularly difficult investigation, termination, or negotiation I have often been told, "I'm glad you handled that, not me." In early days I was described alternatively as too pro-employee, or too pro-employer. I outgrew either description to identify my role in HR as not to protect one side or the other. An effective human resources professional is responsible for setting processes in motion and maintaining them to grow the business.

LinkedIn Influencer Bernard Marr launched a heated discussion recently with his description of Why We No Longer Need HR Departments. Marr followed up the post with a live web chat where he reiterated his opinion that HR doesn't seem to have any friends anymore; the function is not trusted by senior management or employees. It's a description that reminds me why I'm glad that I am no longer in a corporate role; too many of the HR execs I meet today are focused entirely on compliance. They are really good at saying no -- no, you can't hire, fire, or promote.

I agree with Marr's recommendation for outsourcing "non-value added HR." It's not a new or revolutionary suggestion, and it works well when the service meets the goals and reflects the quality of the organization. Payroll and benefits are great examples of entire industries that have grown up to provide this expertise. The web chat included a great recommendation for external experts to provide coaching and conflict resolution assistance.

But I don't agree with Marr's insistence that people do not want to be referred to as a human resource. HR used to be called Personnel; companies today have chief people officers, talent managers, and heads of human capital. Add the list of names to organizations that call employees associates, partners, or team members. I work with nonprofits who provide services to individuals, clients, and patients focused on person-centered care. New employees used to go through orientation and are now onboarded. Making up names is pretty easy.

And Marr's suggestion that HR be divided into people analytics to handle strategy and people support to help individuals sounds like a recipe for team conflict. When I stood on the plant floor and told a manufacturing manager that he could not begin a repair without powering down the line, and conducting a lock out tag out, I was supporting employee safety and company goals. Performance management should not be about checking boxes or only patting employees on the back; growth and development strengthens a team and spawns leaders.

So I don't think it's time to ring a death knell for the human resources department. If you have five or 50 employees, there is no need to hire an HR manager; adding the title to the office manager does not provide instant credibility. If processing forms is the goal there are resources to handle this. When the HR department is spending time whining about their own lack of visibility it's clear to me that they are not spending enough time building credibility, trust, and relationships. When HR is a critical part of building the business by finding the right talent, helping it grow, and engaging in retention strategies condolences are not in the picture.