There are a lot of articles and discussions lately about what role HR should play in an organization. We hear about how HR needs to “get a seat at the table” and that “HR must be a strategic partner”. What is not discussed is this: In order to elevate the contribution HR can and should make to an organization, HR professionals need to stop doing things that clearly are not adding their expertise and added value to their company.
In order for HR to be an effective, strategic, resource, partnering with the top management of the organization, not only does it need to do things differently (stay tuned for this article) it needs to stop doing things that many HR folks out there are currently doing. I’ve condensed these tasks that HR should not be doing to a rather short list, but you’ll catch the trend from these top 5.
Top 5 Things HR Should Not Do
1. Do not be the Party Planner, the Birthday Coordinator, Office Decorator, etc
It’s better for HR to be the one who helps to form the Party Committee, or the one who approves the agenda, parameters and budgets for those activities. HR should empower others to take the lead, or assign marketing, employee volunteer committees or admin to take over these types of duties.
2. Never act as the Fashion Police or as an Elementary School Principal
Why is it that in some organizations managers come to HR to handle a dress code violations, or minor employee appearance issues? Managers are responsible for handling these issues with their direct reports, not HR. HR should not be involved in these manager assigned duties unless they enter the realm of illegal or potentially more serious violations. Instead, HR should provide the resources to train the Managers to be capable of effectively managing their teams.
3. Don’t plant yourself firmly as the obstacle managers and employees must constantly climb over to get their jobs done.
Instead, HR should be the resource all employees go to for direction in order to get things done properly, consistently and timely. You can’t fire the good employee just because a manager walks into your office and says to fire him. HR needs to be the voice of reason, the “true north” reality check focused on keeping things legal while supporting the company and its goals at all times. HR should not be the block in the road, but rather the guide who is able to help them get to where they want to go, even if it’s necessary to take them back a few steps and then proceed safely and legally forward.
4. Don’t be the person in the Company who is always saying “No”
An effective HR partner must be a can-do resource for management and for all of the employees. Yes, there are laws that mandate and penalize for non-compliance, but better for HR to teach and explain these rules rather than to just say No. Even children respond better if they know the reasons and the consequences for certain behaviors. HR knows the laws and the scary things that can happen to the company and its employees if everyone doesn’t comply, but do your employees know why you’re saying no? The workplace can avoid so much conflict if everyone is clear on the guidelines and knows why they exist.
5. Do not operate the Complaint Department
As HR folks know, if you function as the complaint department it will take up 90% of your time. Better to teach employees to come to HR with solutions to problems and issues along with their concerns. Of course it’s best to hear about issues while they are small and easy to fix, but train the employees to bring solutions when they come to HR, rather than to just dumping the problem with HR and move along.
The unfortunate thing is many young HR professionals do start their careers assigned to these types of tasks. But we HR professionals need to keep our mission in focus: HR must be the structure within an organization responsible for decisions, strategies, principals, best practices, and methods related to the management of people. HR needs to take on those assignments that ensure it is making constant strives to ensure the effective use of human talent to meet the goals of the organization.
So, if HR wants a “seat at the table” it must stop doing those tasks that stop HR from being taken seriously. HR management should be in the process of managing people in a structured, fair, legal, and thorough manner, while keeping the strategic goals and values of the organization in aligned focus, not the complaint department or the fashion police.
Eileen has practiced HR for over 30 years and has served in both large companies and boutique companies, including Disney, Hasbro, and Umpqua Bank. She currently serves on the board of directors for the EDD/EAC as well as the NCHRA. A Bay Area native, Eileen enjoys visiting Lake Tahoe, reading, and spending time with her family.