Senior Vice President & Chief People Officer at CNFA overseeing the culture of positive engagement with its employees globally.
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Human resources leaders play a pivotal role in organizations, most often acting as a bridge between employees and management. However, the perception of HR as either a friend or a foe in the workplace can vary widely. While some view us as valuable allies who ensure fair treatment and foster a positive work culture and environment, others may see our department as an obstacle to productivity and individuality.
In this article, we'll explore the dual nature of HR and the factors that contribute to its reputation as both a friend and a foe.
The Allyship Of HR
These are the top three reasons why employees typically view HR as an ally.
Employee Advocate
As HR professionals, we're entrusted to ensure that workplace policies are fair, equitable, inclusive and applied consistently. We act as a voice for employees, addressing concerns and working toward meaningful resolutions. A strong HR team contributes to employee satisfaction and engagement, thereby creating a positive and inclusive workplace culture.
Conflict Resolution
One of HR's primary roles is to manage conflicts and other employee relations issues within the workplace. By mediating disputes and promoting effective communication, we help maintain a harmonious work environment. This is essential for fostering collaboration and preventing issues from escalating.
Training And Professional Development
HR departments are instrumental in facilitating professional development growth through training programs, mentorship initiatives and learning and development goals. By investing in employee development, we can contribute to the overall success of both the individual and the organization.
The Adversarial Side Of HR
Now, let's tackle the top three reasons why employees may view HR teams as a barrier to a positive employee experience.
Policy Implementation
As HR professionals, we're tasked with creating and implementing organizational policies, such as dress codes or in-office attendance policies. That doesn't mean our function is to act as “policy police.” Enforcement responsibilities belong to the organization and each supervisor. But when supervisors don't take ownership of policy enforcement, employees may perceive HR as the enforcing authority of the rules. If they feel your team isn't taking individual circumstances into consideration, it may lead to frustration and resentment.
Performance Evaluations
The performance evaluation process, although directly managed by supervisors, is largely overseen by HR. If not handled properly by the supervisors, the experience can be a source of stress for employees. Evaluations may be perceived as subjective or unfair, damaging the relationship between employees, HR and the organization at large.
Organizational Alignment
HR's relationship to the organization's goals and values can be a double-edged sword. While it's crucial that we align with strategic goals and objectives, this can lead to decisions that prioritize the organization over individual employee needs. Even though these choices set up long-term success, employees may see us as corporate enforcers rather than employee advocates.
How To Emphasize The True Nature Of HR
As often as possible, HR leaders should serve as allies and advocates to resolve conflicts and promote training and professional development. But when it comes to our less-popular responsibilities, there are a few ways we can avoid being seen as nothing but an adversary.
We must reiterate to supervisors that policy enforcement is part of their day-to-day duties and responsibilities, not ours. We must also remind them that when policy education and enforcement are accomplished properly the organization will benefit from improved compliance, reduced legal risks and a more positive work culture.
We should also reinforce how performance evaluations are part of each individual employee’s professional development. Ensure that SMART goals, along with clear guidance on career paths, are included in the process so employees know the experience is meant to help them grow.
Conclusion
To properly navigate our intricate role as HR professionals, we must acknowledge its dual nature. We're not strictly allies for employees, but we're not objectively their adversaries either. Achieving the right balance is crucial to managing the nuanced dynamics of contemporary workplaces fairly, consistently and, most notably, with empathy. It falls upon all leaders to foster a culture where HR is regarded as a strategic partner in fostering employee growth, thereby cultivating a more cohesive and efficient work atmosphere.
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