Time and again I have been hearing from my friends stating reasons as to why
they don’t like the HR folks in their company. Some say they have no other way but to tolerate them as they have to depend on them
for few other things. And so I have been trying to look for answers. It had
been quite a sometime, I even thought of writing it here.
I am a HR Professional and I have a job that has given me financial freedom, great opportunity of cross learning, liberty at work, immense personal value and above all a great professional satisfaction. Despite of this hearing people giving such remarks and accusations leaves me to wonder and ponder about the reality.
I am a HR Professional and I have a job that has given me financial freedom, great opportunity of cross learning, liberty at work, immense personal value and above all a great professional satisfaction. Despite of this hearing people giving such remarks and accusations leaves me to wonder and ponder about the reality.
Well I pointed out a few reasons about the would be cases that needs attention:
1- HR pursues efficiency in the lieu of value. They are more activity and target driven than outcome and value driven.
2- HR is not working for the employees but often to protect the organization from their own employees by ensuring adherence to policies and meeting standards. HR people pursue uniform policies against people who are heterogeneous and complex.
3- HR people can readily provide numbers they hired, statistics showing the extent to which employees are satisfied, the number of man hours of training imparted etc. They rarely link any of these with business performance.
4- In most organizations the HR people are not independent thinkers or people who stand up as moral compasses.
5- In some organizations, HR people don’t get the ear of the top management for strategic issues. Whenever they bring strategic issues, they are ignored and are used for hiring, firing and celebration.
6- Outsourcing of HR activities like payroll. L & D etc. and dependency on consultants.
7- Again in some organizations the HR Chief seem to focus more on things that give them power than those that establish processes, and help and groom people.
1- HR pursues efficiency in the lieu of value. They are more activity and target driven than outcome and value driven.
2- HR is not working for the employees but often to protect the organization from their own employees by ensuring adherence to policies and meeting standards. HR people pursue uniform policies against people who are heterogeneous and complex.
3- HR people can readily provide numbers they hired, statistics showing the extent to which employees are satisfied, the number of man hours of training imparted etc. They rarely link any of these with business performance.
4- In most organizations the HR people are not independent thinkers or people who stand up as moral compasses.
5- In some organizations, HR people don’t get the ear of the top management for strategic issues. Whenever they bring strategic issues, they are ignored and are used for hiring, firing and celebration.
6- Outsourcing of HR activities like payroll. L & D etc. and dependency on consultants.
7- Again in some organizations the HR Chief seem to focus more on things that give them power than those that establish processes, and help and groom people.
It seems to me that they are blind to the negative
impressions they have created in their own companies as well as to the HR's image as a whole.Yes, the pitfall is
leadership. When you are set out to help others grow, you have to give them
time and space to grow. People like plants, grow organically. They learn from
what you tell them, but they learn from how they feel and what they experience.
As a leader, if you are too worried about seeing immediate results
from people, you may be disappointed. When you plant seeds, you don’t dig them
every day to check if they are growing. They will never grow. Sometimes less
leadership is the best leadership. So, with people be patient.
The HR people need to equip themselves with the capacity and
competencies to build the HR function as hands on, proactive strategic
partners with practical contributions to organizational goals and performance
effectiveness. Fortunately for me I work under a boss who says "HR is the strategic
business partner of any organization and this is the way we should look at it while at the same time HR is a thankless job but being in HR one should always keep
in mind the organizational objectives should never be put at stake".
Throughout the everyday life we all face the need to
multitask and multifocus. Normally the cell phone jump-starts our working day. There are multiple
claims on our time.
My views on competencies Required:
v
Visionary Outlook
v
Capability in strategic thinking.
v
High level of flexibility
v
Best practice studies
I remember this story of a blind man and a cripple.
A blind man, wandering lost in jungle, tripped and fell over a cripple. The blind man said, " I have been wandering since long in this jungle and can't find my way out".
The cripple replied, "I have been lying here since long and can't get up to walk".
Suddenly, the cripple cried out, " I've got it. You hoist me up onto your shoulders. I will tell you where to walk.Together we will find a way".
The blind man symbolizes Rationality and cripple symbolizes Intution. We will not find our way out until we learn how to integrate the two.
I mean rationality in decision making and intuition to judge.
