Good HR - Bad HR
"Things don't matter, people do." Rosie Thomas
I need to state up front, I'm a champion of HR. When I took command or became the CEO of my brigade in the 101st Airborne Division, I brought my S-1 or my Senior VP of Human Resources into my inner circle, meaning, I met with her daily and took updates from her constantly. Most Army commanders did not do this. It was customary of a commander to keep his or her operations officer or COO and his executive officer or deputy or Vice President close as he or she steered the enterprise. I assumed command knowing that investing in people was going to be my #1 priority. It worked. I produced the #1 brigade in the continental United States for human resource performance and we led our division in retention - my HR executive being my ambassador for and champion of that effort. I share how I did this in my first book, "It's Personal, Not Personnel."
Since my retirement in 2016 I've had the good fortune to witness many HR executives in private companies and to form friendships with many HR leaders. Here I'll toss HR professionals into two camps. I'm never one to stereotype but I do this only to underscore my theory of the good and bad. The best in HR strike a balance between the two camps yet always maintain their focus on people - the very lifeblood of our organizations. And I offer this perspective through my own lens of people-centric leadership. Here it is.
Bad HR.
Very policy-centric. Focused more on covering the ass of the company - protecting it from being sued by an employee instead of being the broker or ambassador for its people. Bad HR professionals view completion of checklists and required forms as success. Their loyalty arrow points upward. Bad HR can recite rules and regulations from memory. They can screen a resume' for qualifications and match it to a position but they fail to understand the real person behind the resume' and what potential they may have. Last but not least, they focus more on measures of performance - appraisals completed, employees hired, onboard checklists completed instead of measures of effectiveness - fulfilled and engaged people, a healthy and inclusive workplace climate and culture and their role in fostering this.
Good HR.
Reverse the description above. Good HR keeps a pulse on the workforce or team. Indeed, they execute policy but they also understand how it affects individuals and teams. They can see beyond checklists. They do the hard work to track performance but understand effectiveness. Their loyalty arrow points in both directions and they can be the mediator between boss and employee. The best HR professionals develop an understanding of both the CEO's vision and priorities and the wellbeing of the rank and file. Good HR understands that policies are in place for good reason but that environments change, the workforce changes, and these policies must change with them.
Bad HR is easy in my assessment. Good HR takes work. There are nuances when it comes to dealing with people and creating challenging yet supportive workplaces. If you get it right - if a company can apply both good leadership from the top and good HR, the results are profound. I've seen it in action. Give your people the best HR. They expect, demand, and deserve it. I can help.
Make it Personal!
Rob
Rob Campbell