“We are squeezed too”: This address the fact that HR function are changing in terms of the structure and processes.
HR Review : Lets take a look at this point a little closely. The recent economic downturn has put maximum pressure on the business to cut ‘costs’, hence HR being a ‘Cost-centre’ underwent the scrutiny. The processes were compressed to be managed by minimum number of team members. Tasks which could be managed or regrouped were reallocated. Such as, single point of contacts for HR was made from the members in operation or production to create a closer knit with the employees. This allowed HR to listen to the employee complaints through their representatives. It reduced the number of line HR required. Similarly, online or software based processes were preferred to the bigger team composition. For e.g: Time Office adminstration and resume refining were primarily done through software to cut down on the team members in recruitment and administration. Now, almost every activity in HR gets measured to justify the cost. These trends have shifted the focus from running the operational activities within the function to creating values and truly moving towards the ‘profit centre’.
“We are not always your advocate” : This point discusses, how an employee may trust the HR to be its advocate, yet it doesn’t hold true.
HR Review: Let’s take a step back to relook at this point. The HR is expected to balance being an ‘employee champion’ and a ‘business partner’ at the same time. Here decision making becomes accurate when both the areas are weighed and given the due importance. The stand taken may not seem favourable by the side which remain shadowed. For e.g.: During recession, when retrenchment was at its highest. The HR in a company may have suggested pay cuts to save job. An organization with a progressive management may have agreed to it and tagged HR as ‘Employee Champion’. Whereas in an organization with authoritative management may have rejected the recommendation and cut down the jobs, the employees would have tagged HR as more of a ‘Business Partner’. Consequently, the balancing act leaves no one feel that the HR is advocating their side.
“….But we can help your career”: This point addresses the fact that the employees are unwilling to share their career aspects with HR. whereas it helps to keep HR in the loop. Sharing the initiative taken and interest areas with HR may help a next role change even a life saver during recession. HR are required to put a recommendation during the retrenchment.
HR Review: To understand this point lets take a step back and see where the ‘thought ‘ of keeping HR at a distant arise from. The employees are supposed to be mentored by their immediate reporting leaders. Incase they have any question or need to escalate any concern, they meet HR. This communication may not always be handled rightly. Leading to mistrust and undermining the HR offering. Managing employee expectation is a principal area. The non-verbal cues and un-discussed wish-list builds up a belief system. It manages to push the employee away. Several HR initiatives such as One-on-One with HR, Brown bags, Steering Committee and etc fails because the trust have not been completely built. The credibility of the HR depends on the initiatives taken and how it is delivered.
To continue reading: http://www.citeman.com/11432-10-things-hr-wont-say-a-review/
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