Don’t let your HR function be a process factory

“HR is simply a back office function that could easily be outsourced.  All HR does is rubber stamp the decisions of other managers.  What would HR know about the skills my staff need or why they keep walking out the door?”

If even one of these statements sounds familiar, it’s either time to get a new HR manager or change your mindset.

Any business that has such a narrow view of the HR function in today’s competitive climate, is in trouble.  HR has evolved to a multi disciplined, strategic management role.  If your HR function is a process factory, you are operating in the dark ages.

HR today requires astute business acumen.  Interpretation and input to the strategic direction of the organisation is critical.  HR must be at the table with the chief executive, chief financial, operations and IT officers.

The touchy feely skills are still a must.  HR remains the key interface between the workforce and management.

HR specialists must be able to effectively communicate workplace policies and procedures.  Their well trained ‘finger on the pulse’ enables them to monitor the general emotional health and wellbeing of staff and design remedies where necessary.

HR must consistently and fairly interpret workplace law within the context of the organisation.  Employment laws have undergone significant change over the last 12 to 18 months.  Further change is still likely and various parties with vested interests seek to influence the interpretation of the changes by both employees and employers.  This presents an enormous challenge for professional HR practitioners to manage.

The role of impartial arbiter has never been more critical.  When disputes arise, HR must have the respect of employees so that employees can trust that a conflict will be thoroughly investigated without fear nor favour.

The wide ranging national skill shortage and record low unemployment are currently presenting significant recruitment challenges.  HR must utilise all their resources in recruitment and specialist skills in assessment of candidates.  Recruitment is a costly exercise without high attrition due to poor candidate selection adding to the cost.

Some managers dismiss the value of exit interviews and would rather just send departing employees on their way.  A HR executive who is across all the roles of an organisation will always extract a pearl of wisdom from an exit interview.  A candid and secure environment and a skilled interviewer can uncover seemingly innocuous feedback on why staff members are leaving.

HR should also be part of an innovative and targeted training program.  In large organisations with a dedicated training resource, the two areas should work together closely.  Training has been transformed over recent years with technological advances.  Stimulating and effective e-learning options allow for wide utilisation and specific tailoring.  Well functioning HR has the perspective to optimise such training opportunities.

If your HR function is tired and process focused you need to give it a good shake and open the curtains. Winning edge organisations employ strategic thinkers with broad business and interpersonal skills to turn the massive HR wheel.