Complaint No. 1. HR people do not understand the business:
1.Make sure you are familiar with the basics of business strategies, marketing, and finance.
Pay attention to the business strategy and objectives in staff meetings: A good first step to behavioral change: pay attention in staff meetings, ask questions about business decisions being made, and try to customize your deliverables to meet the new objectives.
Complaint No. 2. HR people care more about the process than the outcome
This criticism is fair and unfair at the same time, because HR people are well aware of the dangers of bad processes.
- Streamline, streamline, streamline: Run process flow by removing one step at a time. Any step that permits the process to flow through in its absence can be considered overhead; remove it.
- Rely on data: HR people need to get better at using data to drive decisions – period. Collect data by speaking with the constituents involved and by measuring process output against some pre-determined goals. It could be as simple as a checklist of things that need to occur for the process to be considered effective.
Complaint No.3. HR people expect others to understand “HR Speak”
“I would like to initiate a change management process in which we will conduct a stakeholder analysis to assess the efficiency of the goal cascading process which will kick-start the talent management program in Software”. Whaaa? How many times have you heard or said something like this? It’s easy to become so steeped in our own jargon, with its carefully defined concepts, that our clients in the real world have not idea what we’re talking about.Test Yourself: Do you know what you are trying to say? In an effort to throw in as many buzz words as possible, we might be guilty of losing sight of the actual purpose and meaning of our words.
Complaint No. 4. HR people prefer talk to action and are non-committal and vague.
Yes, it’s true. We often don’t offer definitive answers to questions our clients ask us. Sometimes this is unavoidable. Often, we are privy to organizational or individual information that prevents us from committing to a certain outcome.
- Share what you can share: You can help them understand the reason for your reticence by explaining all the factors at play and how they impact the information he/she needs.
- Find out and close out: You have to be an HR person in a cave to not understand that speed is the name of the game in today’s economy. The pressure to do more, faster has pervaded all aspects of the business world, and HR must respond accordingly.
Complaint No. 5. HR is a tool of management.
There’s a perception that HR will stand with management against an employee in most instances, regardless of right or wrong.
- Develop the business case for integrity: HR has the honor of being the conscience of the company. HR should be objective and far-thinking, thereby guiding their managers towards long-terms stability and against illegal or immoral practices that will harm the business.
- Listen to the voice of your customer: Sure, your job description says that you are to work with Senior Managers and Directors, but you cannot support them well without understanding what’s happening on the ground.