I have watched the human resources profession for years, and I feel that it is time to speak up. As a lawyer who deals regularly with executives, managers and HR professionals, I am somewhat surprised that human resource experts are still struggling to find a place in the higher echelons of organizations.
HR people are some of the hardest workers in organizations. They play the extraordinarily difficult role of trying to make everyone happy. This means understanding all aspects of the organization, balancing the competing interests of all the players and having to make very tough decisions. And while lawyers, managers and executives all pay a lot of lip service to the HR function, this is rarely reflected in pay, status or involvement.
So what is the problem? Why are HR people still absent in discussions about issues that deeply involve employees? Why are HR magazines still filled with advice about how to “play a more strategic role” in organizations?
The problem mostly falls into two broad categories. One is internal and the other is external.
The internal problem is the manner in which HR people view themselves in the workplace. It specifically relates to self-esteem, confidence and courage. Research on well-being and resilience shows that thoughts are extraordinarily powerful. Just as positive thoughts can help one achieve great heights, negative thoughts can make it very difficult to succeed.
Here’s a sample situation. Not too long ago, Joan (not her real name), the HR director of a mid-sized company, called me about a “problem employee” after an unproductive discussion with the corporate lawyer.
We spoke for more than an hour, considered a number of options and came up with a fairly creative solution that did not involve disciplining the employee. Joan then asked whether I could phone the corporate lawyer and tell him what we had decided. I got the distinct sense that she was intimidated by the lawyer. Rather than agreeing, I coached her about how to best communicate the decision to the lawyer in a positive and confident way. We did not use any legal terms and her message did not require any extra knowledge of the law.
The problem here, one that is too common, is that HR professionals underestimate themselves because of a lack of confidence. There are two ways to improve confidence.
First, simply do things that you are good at and gain more confidence in your abilities to try new things and likely succeed.
The other is to “fake it until you make it.” This means acting and speaking confidently — whether you feel it or not. Over time, you will convince yourself that you are confident. Usually some mix of both is necessary to rid yourself of the negative thoughts that hold you back.
The other potential problem is external. It is others’ perceptions of HR people. As a conflict resolution expert I know that perception is everything. All behaviour is driven by how people perceive others and the situation.
A CEO’s perception of HR people shapes the way the CEO treats HR. And since so few executives really know what HR people do, their misguided notions cloud their perceptions.
This external problem is fairly easy to solve — but may take some time.
HR must change the perceptions of executives by continually reminding those executives about what HR does. Speak up. Brag about successes. Engage executives in real conversations — on a regular basis.
Not doing so hurts HR’s cause. Another example to illustrate the point: During a recent sexual harassment investigation, a corporate lawyer recommended the HR director tell all employees to keep silent about what was going on “because it might compromise the situation.”
The investigation and litigation went on for months. Eventually the “harasser” was dismissed. I was called in shortly after to help “heal” the workplace by facilitating a conversation. When I arrived, the entire workplace seemed depressed. I quickly realized that much of the damage to the work environment was caused by the request to keep quiet. The employees simply stopped talking to each other.
HR people are singularly qualified to handle situations like this. The right solution, which many HR professionals know, would have been to share with employees the information they needed to know in a way that would protect the integrity of the investigation but also prevent damage to relationships. Rather than merely accepting the advice of the lawyer, HR should have proclaimed loudly that keeping silent was not the way to go.
External perceptions will change as HR experts join in conversations. Don’t buckle to the advice of a lawyers, managers and CEOs. Elizabeth Barrett Browning once wrote, “With stammering lips and insufficient sound, I strive and struggle to deliver right the music of my nature.”
HR professionals are clearly experts and must continually demonstrate this to others. Do not stammer, do not speak softly. The most valuable way to gain the status and respect deserved is by believing in oneself and having the confidence and courage to speak up.
Maureen F. Fitzgerald is a lawyer, conflict and collaboration expert and a professional speaker. She is the author of four books, including “Hiring, Managing and Keeping the Best” (McGraw Hill) and “Mission Possible – Creating a Mission for Work and Life.” She can be reached at www.TheFitzgeraldGroup.ca.
HR people are some of the hardest workers in organizations. They play the extraordinarily difficult role of trying to make everyone happy. This means understanding all aspects of the organization, balancing the competing interests of all the players and having to make very tough decisions. And while lawyers, managers and executives all pay a lot of lip service to the HR function, this is rarely reflected in pay, status or involvement.
So what is the problem? Why are HR people still absent in discussions about issues that deeply involve employees? Why are HR magazines still filled with advice about how to “play a more strategic role” in organizations?
The problem mostly falls into two broad categories. One is internal and the other is external.
The internal problem is the manner in which HR people view themselves in the workplace. It specifically relates to self-esteem, confidence and courage. Research on well-being and resilience shows that thoughts are extraordinarily powerful. Just as positive thoughts can help one achieve great heights, negative thoughts can make it very difficult to succeed.
Here’s a sample situation. Not too long ago, Joan (not her real name), the HR director of a mid-sized company, called me about a “problem employee” after an unproductive discussion with the corporate lawyer.
We spoke for more than an hour, considered a number of options and came up with a fairly creative solution that did not involve disciplining the employee. Joan then asked whether I could phone the corporate lawyer and tell him what we had decided. I got the distinct sense that she was intimidated by the lawyer. Rather than agreeing, I coached her about how to best communicate the decision to the lawyer in a positive and confident way. We did not use any legal terms and her message did not require any extra knowledge of the law.
The problem here, one that is too common, is that HR professionals underestimate themselves because of a lack of confidence. There are two ways to improve confidence.
First, simply do things that you are good at and gain more confidence in your abilities to try new things and likely succeed.
The other is to “fake it until you make it.” This means acting and speaking confidently — whether you feel it or not. Over time, you will convince yourself that you are confident. Usually some mix of both is necessary to rid yourself of the negative thoughts that hold you back.
The other potential problem is external. It is others’ perceptions of HR people. As a conflict resolution expert I know that perception is everything. All behaviour is driven by how people perceive others and the situation.
A CEO’s perception of HR people shapes the way the CEO treats HR. And since so few executives really know what HR people do, their misguided notions cloud their perceptions.
This external problem is fairly easy to solve — but may take some time.
HR must change the perceptions of executives by continually reminding those executives about what HR does. Speak up. Brag about successes. Engage executives in real conversations — on a regular basis.
Not doing so hurts HR’s cause. Another example to illustrate the point: During a recent sexual harassment investigation, a corporate lawyer recommended the HR director tell all employees to keep silent about what was going on “because it might compromise the situation.”
The investigation and litigation went on for months. Eventually the “harasser” was dismissed. I was called in shortly after to help “heal” the workplace by facilitating a conversation. When I arrived, the entire workplace seemed depressed. I quickly realized that much of the damage to the work environment was caused by the request to keep quiet. The employees simply stopped talking to each other.
HR people are singularly qualified to handle situations like this. The right solution, which many HR professionals know, would have been to share with employees the information they needed to know in a way that would protect the integrity of the investigation but also prevent damage to relationships. Rather than merely accepting the advice of the lawyer, HR should have proclaimed loudly that keeping silent was not the way to go.
External perceptions will change as HR experts join in conversations. Don’t buckle to the advice of a lawyers, managers and CEOs. Elizabeth Barrett Browning once wrote, “With stammering lips and insufficient sound, I strive and struggle to deliver right the music of my nature.”
HR professionals are clearly experts and must continually demonstrate this to others. Do not stammer, do not speak softly. The most valuable way to gain the status and respect deserved is by believing in oneself and having the confidence and courage to speak up.
Maureen F. Fitzgerald is a lawyer, conflict and collaboration expert and a professional speaker. She is the author of four books, including “Hiring, Managing and Keeping the Best” (McGraw Hill) and “Mission Possible – Creating a Mission for Work and Life.” She can be reached at www.TheFitzgeraldGroup.ca.
