Why We Love To Hate HR…and What HR Can Do About It
Có thể bạn quan tâm
- Peter Cappelli
- Peter Cappelli
Complaints against HR, which are nothing new, have a cyclical quality. They’re driven largely by the business context. When companies are struggling with labor issues, HR is seen as a valued leadership partner. When things are smoother all around, managers wonder what the function is doing for them.
This is a moment of enormous opportunity for HR leaders to separate the valuable from the worthless and secure huge payoffs for their organizations. The author outlines some basic but powerful steps they can take:
Set the agenda.
CEOs are rarely experts on workplace issues, so the HR team can show them what they should care about—such as layoffs, recruiting, flexible work arrangements, and performance management—and why.
Focus on the here and now.
This means continually identifying new challenges and designing tools to meet them.
Acquire business knowledge.
HR needs first-rate analytic minds to help companies make sense of all their employee data.
Highlight financial benefits.
HR departments don’t usually calculate ROI for their programs, but quantifying costs and benefits turns talent decisions into business decisions.
Walk away from time wasters.
Often programs lack impact unless top executives lead them, transforming the culture. Otherwise HR is just a booster for initiatives it can neither enforce nor measure.
HBR Reprint R1507C
- Post
- Post
- Share
- Annotate
- Save
- Get PDF
- Buy Copies
Idea in Brief
The Problem
When talent is in short supply, business leaders see HR as a valuable strategic partner. But when the labor market loosens up, HR suddenly seems like a nuisance, because we don’t like being told how to behave—and we see no immediate benefit to complying.
The Opportunity
Instead of sitting tight until the next market shift changes leaders’ perception, HR managers should set the talent agenda now. They have the required perspective and expertise.
The Solution
HR managers can score big wins for their companies by rethinking programs that have been around since the 1950s, making a business case for the initiatives that matter, and cutting loose pet programs that lack impact.
Recent complaints about the HR function have touched a nerve in a large, sympathetic audience, particularly in the United States. The most vocal critics say that HR managers focus too much on “administrivia” and lack vision and strategic insight.
A version of this article appeared in the July–August 2015 issue (pp.54–61) of Harvard Business Review. Read more on Human resource management or related topic Organizational change- Peter Cappelli is the George W. Taylor Professor of Management at the Wharton School and the director of its Center for Human Resources. He is the author of several books, including Our Least Important Asset: Why the Relentless Focus on Finance and Accounting Is Bad for Business and Employees (Oxford University Press, 2023).
- Post
- Post
- Share
- Annotate
- Save
- Get PDF
- Buy Copies
Partner Center
Latest Magazine Topics Podcasts Store The Big Idea Data & Visuals Case Selections HBR Learning Ask AITừ khóa » Hr Doesn't Understand The Business
-
4 Myths About HR That Need Dispelling - Wendy Dailey - Procurious
-
Why HR Doesn't Exist To Help Employees - SHRM
-
10 Things HR Doesn't Want You To Know (but I'll Tell You)
-
10 Things You Should Never Tell HR - The Balance Careers
-
Unfortunately, HR Doesn't Understand Human Beings Either
-
Why Doesn't This HR Department Get Any Respect?
-
Why Is HR The Most Hated Department In An Organization? - Quora
-
Sumser: HR Doesn't Have All The Answers–and That's OK
-
Business Acumen For HR Professionals: Everything You Need To ...
-
Is Your HR Department Friend Or Foe? Depends On Who's Asking ...
-
Is HR Ever Really Your Friend? - BBC Worklife
-
[PDF] Global Business-Driven HR Transformation - Deloitte
-
The Critical Importance Of The HR Business Partner - McKinsey