Unfortunately, the human resources department is one of the least popular teams in the organization. Beyond being unpopular, sometimes members even dislike and hate them (the HR department). So, it may be necessary to simply conclude that they are the 'least popular team.' This has been the case for nearly half a century. Peter Cappelli, a global human resources expert at the Wharton School, noted in the July-August 2015 issue of the Harvard Business Review, 'Why do we love to hate HR?' which became a topic of discussion.
Even entering the 21st century, signs of recovery in support for the human resources department are nowhere to be seen. There are reasons and signs that it may worsen after the coronavirus disease 2019 pandemic. The relationship between executives (such as a CEO) and the HR department is also a matter of concern. There are examples that run the extremes. In cases where they align well, there are many instances where they operate according to the CEO's wishes without any criticism. It would be ideal if both parties can rationally align for the benefit of the overall organization, but if the HR department loses its role of checks and balances from a conservative perspective, this too cannot be overlooked. In any case, it is not easy for the HR department to fulfill its role and possess the necessary capabilities. So why do organization members not like the HR department after so long?
Transition to a strategic facilitator
Regardless of the size or industry of the organization, the reactions of internal stakeholders toward the HR department are remarkably similar.
Not only domestic corporations, including Company K and Company Y, but also multinational corporations like Company M, Company L, and Company D have critical views on the HR department, with common keywords identified. △ The HR department remains too focused on traditional HR administration and management. △ It does not proactively respond to market changes. △ It fails to consider the overall productivity of the organization and is absorbed solely in micromanagement of regulations and procedures. △ It adopts a conservative and passive tendency. △ There is a lack of interest and affection for people and business, and ineffective communication.
As change becomes the default and member initiative is strong in modern corporate organizations, the HR department needs to focus more on three fundamental roles before discussing necessary core competencies to escape these criticisms.
First, the HR department must become a base camp for organization members. Whether the news is good or bad, it must be a presence that members can trust and rely on. It is similar to mountaineers who, before challenging the summit of the Himalayas, build strength and strategize at the base camp before tackling the climb. The HR department should be a trusted partner, counselor, coach, and sometimes a mentor, acting as an engine for organizational resilience.
Second, the HR department must become an operations game changer. It should proactively take a faster pace and sometimes address process-related minefields upon request from the field. It must improve major business processes to facilitate implementation by members. Ruthlessly revising or abolishing blind customs or regulations that hinder business operations, it should aim to maximize operational efficiency. Instead of sounding like a conservative bureaucrat saying 'the regulations are like this, so there’s nothing we can do,' it must anticipate the potential losses or missed business opportunities and value that the entire organization may face due to its inability to strategically adjust those regulations.
Third, it must be a driving force for business advancement. In other words, the HR department should become a business enabler that makes business growth possible. This means that the programs or projects designed by HR must have a positive impact on business performance, either directly or indirectly. If it can timely identify and place the best talent for key positions both inside and outside the organization, it cannot simply be resolved by requesting a headhunter and posting notices on job portal sites. If it can continuously reduce the number of wandering or disconnected personnel through actual performance management programs or job reallocations, if it can effectively mediate disagreements or conflicts within the organization and effectively reorder work priorities, and if it can disseminate our validated problem-solving methodologies or project management methodologies to all members, then such an HR department will push the organization’s business forward. In summary, the HR department must transform from the perspective of a traditional support department to that of a strategic facilitator.
Capabilities to navigate digital and post-pandemic challenges
To navigate digital transformation and post-pandemic challenges, it is imperative to upgrade the professional capabilities of the HR department. Today, HR professionals must deeply engage in acquiring and enhancing the following additional core competencies to move beyond traditional roles.
Technology vs. philosophy: the essential identity of HR professionals
Reflecting on a few cases from my experience and major headhunting companies, I discovered several interesting facts. Both domestic large corporations and mid-sized companies are keen on recruiting HR leaders from global enterprises. In multinational corporations, traditional HR professionals are stepping down from leadership roles more than before, replaced by non-HR professionals (from finance, marketing, strategic consulting, etc.). One interpretation is that global companies require experience and skills, while traditional 'HR professionals' may not be attractive. Ultimately, both sides seem to be thirsty for different 'KSAs (knowledge, skill, ability)' and insights than those in the past. Core competencies are undoubtedly important. However, it would be ideal if we could also approach the essence that transcends to the next level.
The importance of the HR department is a cliché expression now more than ever. In the wave of the pandemic, as the rapid rise of digital technology reshapes member expectations, the HR department is not evolving but rather being redefined. The reason for the HR department's unpopularity might be that it only responds to change and uncertainty, making it difficult to call it a friend of the organization or a business partner, and it neither leads members nor provides unwavering support to prevent them from stumbling. The question 'What can our HR department do for the business?' is indeed crucial. And at the root of this question must be an identity of 'What can the business organization achieve when the HR department leads us with its essential purposes and vision?'