6 warning signs that HR needs more respect
August 29, 2008 by Jim GiulianoPosted in: Communication, Managers, Money, Special Report, policies
All that “seat at the table” talk is nice, but there are sure signs that HR is — or isn’t — getting the respect and attention it needs to build a better organization.
Fortune 500 consultant Liz Ryan says if you see these six signs of disrespect, you’ll know that HR — and its image — needs an overhaul:
1. The head of HR is at a lower level than other managers.
If finding and building talent aren’t treated as as top-level functions, in the organization’s hierarchy, then they’re not top-level functions, no matter how much anyone claims they are.
2. HR is stuck in the finance office.
Years ago, when HR was called “Personnel,” maybe it made sense to stick the function under accounting. After all, most of what happened in personnel had to do with payroll records, vacation days, and the like. Today, HR should fill a much different role — that of developing people, not just pinching pennies.
3. Recruitment is a black hole.
Do résumés seem to get stuck in HR solitary confinement? An analysis of many organizations that find themselves in trouble reveals that there’s no urgency to act on hiring top applicants. Thus, while the résumés sit on the back burner, the applicants go elsewhere.
4. HR is all about cost reduction.
Sure, every unit of business should be conncered with getting the most out of every dollar. But if HR is primarily a cost-reduction unit, charged with taking nickels out of the dental-plan premiums, everything else — recruiting, developing talent — runs a distant second place.
5. You’ve outsourced the most critical people functions.
It’s logical to outsource an HR function such as processing worker’s-comp claims to a firm that specializes in it. With any luck, worker’s comp claims aren’t terribly common or essential core competencies for your company. But employee relations? Staffing? Companies that move these talent-critical functions out-of-house are signaling: “HR is not important.”
6. Organizational development and HR aren’t one.
If leadership development, mentoring, succession planning and performance management get carved up into separate non-HR functions, there’s a lack of coordination, and big trouble. They’re all aspects of the same role: putting the winning team on the field.
Tags: Fortune 500, Liz Ryan, Personnel
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September 2nd, 2008 at 2:42 pm
When HR decisions such as benefits, recruitment ads etc., are made by the CFO without consulting with HR is also a good sign.
September 2nd, 2008 at 2:54 pm
I also think if HR becomes JUST a recruiting function, it’s probably time to evaluate whether or not you want to stay with the company long term. While recruiting is a very critical part of HR - because people are the most critical component of success in an organization - if you are spending all your time on recruiting and being directed to not focus equally on other important factors - such as leadership development, mentoring, performance management, creating a positive culture, competitive benefits programs, training - you’re probably in an organization where HR isn’t really valued that much. If that’s important to you the way it is to me, the fit probably isn’t right and it’s time to move on to a place where you can make a positive difference.
September 2nd, 2008 at 3:11 pm
When HR Admin are paid the same or less than other administrators but they work far more than the other admin and their decision making requires far higher level of ability.
September 5th, 2008 at 10:43 am
I am not an HR Manager but as a Payroll, benefits, acctg administrator, I am low pay and I have a lot of responsibility and critical functions. I would like to have some insite and articles on payroll administrators.
September 17th, 2008 at 8:41 am
OMG…is this HR whining again? Let’s not forget, it’s the people of HR - individuals in leadership and operational roles - that succeed or fail at garnering the respect of an organization’s leadership and workforce. Such respect is earned based on an HR professional’s track record. And whether respected or not, know the business of your organization by proving everyday and with every action you take that you are a key driver of or partner in gaining strategic achievements. Remain creative and be willing to take risks. Even in organizations that had little respect for HR, my team and I were able to achieve greatness…don’t let a little thing like ‘HR gets no respect’ stop you from bringing value beyond the organization’s myopic view of what is possible from HR. Then once you achieve some measure of greatness, look for an organization that will actively partner with HR because you bring credibility, innovation, and responsiveness to the business needs of your organization. I know it’s possible because I finally found one. Don’t get caught up in the Dangerfield vortex of ‘I get no respect’ because unless you’re a comedian…it won’t get you anywhere.