HR functions have constantly been pushed to be either black or white. It is time to understand that grey is the color to be reckoned with. We have derived a RQS funnel, which slots the efforts of administrative type HR functions to R (Rudimentary), and the clichéd brand building activities to Q (Quixotic). S stands for Synergy, which is the utopian state, in which efforts commensurate return on investment, dream company status, high level of employee engagement, alignment of culture to organizational objectives, exemplary people practices that have evident linkages to the strategy and abundant trust etc.
HR function reaps higher credibility, respect, and value for the HR function quid pro quo. It does not have to aim to create just a good workplace by pampering its employees or servicing with excellence, but has to create a great workplace that generates branded work experience that delivers value to the organization. This can be achieved if HR professionals deliver against the action plan derived from the organizational commitments. Following this, it is equally important that they measure and communicate the process and the results to establish the rationale.
We would all agree that though the talk of new expectations and new ‘partnership’ role
is all over the place, very few HR functions have been trusted with this responsibility, and
fewer have successfully delivered against the same. The so-called strategic issues are more
often outside the realm of HR existence. HR professionals still spend (or appear to be
spending) greater time on administration, and are sidelined by the organization’s leadership
from the business related decision-making and implementation process. It is appalling to
know that the representation of HR on the board has decreased over the years. The problem
with HR function and professionals is most often of low credibility from both management
and employees. In fact, most of the organizations today would agree that HR function’s
role is a reactive, support role, implementing otherwise developed strategy rather than being
instrumental in shaping it. Even most of the employees too still see HR as only ‘handling
appraisals and recruitment’. There are other HR functions that hog the limelight, with their
spectacular demonstration of “How we care about you” tenet. The employees here think
of HR as no more than an ‘event management team’. What is the best solution? |
