CEO & Founder of Impactful Imprints Training & Consulting| HR & Culture Expert| Master Trainer| Leadership and Engagement Coach.
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HR professionals often carry the overwhelming expectation that they must be an HR “superhero” and that the execution of every responsibility under the umbrella of HR must be done either by themselves or their teams.
It also doesn't help that in traditional workplace culture, when trying to determine who should oversee or lead any new initiative, executives would almost always point the finger and say, “HR should do it.” This prompts the question, “If HR manages people, will there ever be an initiative HR wouldn't be expected to drive?”
According to the Academy to Innovate HR there are 12 functions of HR management which include: recruitment and selection, HR planning, learning and development, well-being, health and safety, industrial relations, rewards, function evaluation, performance management, administrative responsibilities, career planning, and employee participation and communication.
So what kind of environment does this create?
Often it creates a vicious cycle in which HR professionals endure unreasonable workloads and unfavorable work conditions coupled with extensive hours in order to deliver well. Some never accomplish their targeted goals, while those who actually manage to be successful are rewarded even more responsibility within a time frame that isn’t realistic to uphold. Quite naturally, this leads to burnout and the ongoing, rapid increase of HR professionals either pivoting to a specialized area of HR or leaving the field altogether.
According to a recent survey conducted by Workvivo and discussed by Forbes, of the HR professionals surveyed, “94% said they felt overwhelmed in the past six months, while 88% of respondents said they dreaded work. ... Some 97% of respondents said they felt emotionally fatigued from work over the past year.”
One of the biggest impacts on HR professionals’ unreasonable workload is the environment in which managers don’t exercise their roles as true leaders in the organization and drivers of the culture. Many managers lack the skills needed to lead, including emotional intelligence, communication team-building, active listening and conflict resolution and management.
If they had leadership skills, they were underutilized, and if they did not, the added pressure went to human resources to hand-hold and aid in resolving challenges between managers and their teams. This becomes a crippling obstacle for HR, which becomes so inundated daily that they don’t have an opportunity to dig into the core aspects of their roles.
This phenomenon poses a danger to HR professionals. Why? Most HR professionals see outsourcing as an indicator that they are underperforming. As a result, they don’t want to raise the issue of the need for outside assistance or help because they fear that they may be seen as inadequate. Those who do develop the courage to request assistance are denied because they cannot articulate the need or strategically appeal to executives about the urgency. Others, due to the overwhelming loads of work assignments all with a high sense of urgency, put it on a to-do list that never materializes.
If you are an HR professional feeling overwhelmed with your current workload, losing motivation and becoming tired of your proposals being declined, or if you are sitting on several great ideas to truly evoke change in your departments simply because you don’t have the time or resources, here are some tips for implementing outsourcing.
1. Paint a clear picture of your workload.
Most HR professionals know they are suffering from an overwhelming workload but struggle to communicate what that workload looks like. Rather than focusing on the fact that you are overwhelmed or giving a general description of the current circumstances, it can be more helpful simply to share with superiors what is currently pending while providing a summary list of what is yet to be completed.
This can open the door for more consideration and could even give a slight moral conscience to those who may feel tempted to add on top of that. This kind of clear information can also help you efficiently choose a consultant.
2. Create sound arguments for the need for outsourcing.
Whether for leadership, soft skill training for managers or HR project insight, outsourcing is an option to consider. Most often, outsourcing proposals or attempts become futile because HR has not provided measurable data to demonstrate the need as well as the return on investment (ROI).
It is important to connect the data from turnover, succession initiatives, recruitment and other information to really highlight the need. With HR data being a new phenomenon, training or collaborating with the company analytic specialist can also get you the data needed to make your argument count.
3. Align yourself with the right consultant.
Consultants who have worked in the field understand the challenges you face as an HR professional. They can also assist you in making sound arguments to get the help you need and deserve. In HR generalist roles or companies with smaller teams, having someone share ideas or relate to a specific challenge can be comforting.
When choosing consultants, aside from the obvious matching of skill set and experience, be clear on not only current but also anticipated future needs, have a clear budget and, most importantly, assess for a solid alignment on company values and culture, as these are most critical in current times where high priority is placed on culture.
4. Recognize that outsourcing does not mean you lose power.
The greatest benefit of outsourcing is that you decide how you receive assistance and in what areas. Rather than being overwhelmed with the execution of objectives, you can guide and steer them and still give your insight on what the project should look like in execution. Establishing expectations at the start with your partnered consultant sets the tone for the collaboration. Ultimately, you remain recognized as the key HR business partner the organization needs.
With 12 functions of human resources and only 24 hours in a day (and much fewer at work), it may not be realistic for HR professionals to attempt the execution on their own. Outsourcing can mean a greater list of accomplishments within a year and a solution to ongoing challenges like leadership, but it also means a support system toward being a more balanced and mentally sound HR professional.
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