HR – Are you the Management Advisor or the Surrogate Manager?

A friend of mine who is the head HR for a multi-location 3,000+ employee company gave me some feedback on my July 14th blog concerning the power of knowledge as it relates to the Human Resources profession. She (I’ll call her Angie) explained how frustrated she felt as she read it. She described her day as having been particularly hectic and, at the end of the day sought out my blog for some inspiration and motivation, but that instead it frustrated her. As she read it, she couldn’t help thinking how hard it can be to even get to ‘the table’ much less find a seat, when you are consumed with extinguishing the fires created largely by those who are at the table. Having been there myself, I could certainly empathize with her. Too often HR serves as the surrogate manager – acting on behalf of the manager when the heat is on to make a tough, risky decision. There are lots of reasons this happens and occasionally they are legitimate. However, for the most part, HR acts for the manager because we think it will take too much time to teach and guide the manager through owning the resolution. Our intentions are always good – we usually move in to protect the company against a potentially serious and costly mistake. No doubt, our actions are driven in part by self-preservation, since HR will likely have to face bigger problems arising from a manager’s failure to completely and properly resolve the problem. Inevitably, however, doing the manager’s ‘dirty work’ simply results in HR doing more and more dirty work, while managers lose an important opportunity to grow and learn. And, of course, there’s that seat at the table….yours..the one that goes unfilled while you do someone else’s job. Angie’s company is growing rapidly – an enviable problem to have in this tough economic climate. The company has hired or promoted several new managers and directors. Angie has quickly gained the respect of her colleagues by her responsiveness and skill in dealing with tough issues quickly and effectively. However, some of her peers have begun to forfeit their management responsibility and by sending their employees directly to Angie when problems arise rather than dealing with the problems either directly or seeking out Angie’s advice on how to deal with the problem. When this cycle begins it’s usually not a big deal. In fact, if we’re honest with ourselves, sometimes it’s even flattering. But, with several new managers, limited training and a rapid rate of change and growth, it can quickly become a bad habit – one which we helped create and which we also must break. I suggested to Angie that she meet with her colleagues, explain her role and encourage them to tap into her expertise (knowledge) to help them increase their effectiveness as leaders. Importantly, she must also convince them that neither her value to the company nor their future growth potential is well served by her acting in their place. Rather, is her knowledge and ability to be a strong support partner combined with their courage in stepping up to the plate during tough times that will yield the greatest return for the company – and for their careers. So, if you find yourself frustrated and distressed at being left behind to do the manager’s job, ask yourself how much of the issue you are responsible for creating, and what can you do to change it? You’ve got the knowledge, and therefore the power to turn this situation around – and empower the managers to learn and grow.

I would love to hear from HR leaders who successfully turned this situation around in their organization.

Knowledge is Power

The origin of the quote “Knowledge is Power’ has been attributed, in various forms, to many powerful and wise people for centuries. It’s a quote with amazing staying power and for good reason …it’s true.  At least it’s true in the world of Human Resources.  In fact, in my opinion, knowledge is the key differentiator between those HR professionals who have a seat at the table and those who do not.   Not HR knowledge—we’re expected to have that.  Business knowledge  – that’s the currency HR people must have to earn the credibility to influence the direction of the company.

I have found that the most successful HR professionals gain the business knowledge and use that knowledge to benefit the organization.  They work with members of the leadership team to strategize on issues that impact an organization.  They absolutely can’t do this if they do not have the business knowledge.  Sometimes this involvement isn’t as welcome as one might think.  But good leadership involves responsibility to the welfare of the group, which means that some people may get uncomfortable if or when HR gets involved.  But if it’s part of the culture you help create because of the respect you’ve gained and the value you provide it becomes a given.  I find that typically those that are uncomfortable with the HR function fall into three categories.

1.      Those that don’t really know what HR you can do for them.

Well, it’s your job to demonstrate what you can do for them.  Share past experiences/successes. Schedule time to understand their business as well as their people struggles.  Offer to help them with an issue. Step out of the box.

2.      Those who lack confidence in their leadership ability, or just can’t lead….and it shows.

Every organization has one or more of these individuals.  However, HR’s responsibility is to the Company and its people, not just one manager.  If your standard operating procedure is understanding the business you support and its people, and your CEO recognizes that, this one is easy.  Do I hear bulldozer?

3.      Those that don’t respect the HR role because HR hasn’t demonstrated their business knowledge and value.

This one is our own fault.  As HR professionals we need to wake up to the harsh reality that while we are committed to people, we also need to be committed to the financial impact of those people.  In order to gain a voice and be respected as a peer, you must know all the aspects of the business.  This is up to you.  Sure it is going to take time, but think of the knowledge you’ll have gained in the process.  Think about it.  How can you gain respect from the CFO if you don’t know how to read a balance sheet or don’t understand how revenue recognition works.  Cost impact and return on investment are fundamentals to any successful conversation with your CFO, CEO or other competent executive. 

Being around corporate executives longer than I wish to admit, I have found that even given a seat at the table some HR Professionals don’t use their voice wisely.  Yes, HR is about the people, but the people can’t be supported if the HR professional isn’t heard at the table.  Those HR Professionals that seem to be the right hand to the CEO are the ones that made it their business to know the business. 

Your thoughts and comments are always welcome

HR Integrate vs. Administrate

Back in January Charlie Judy, HRFishbowl, asked for posts for his blog, HR Trench entitled Integrate vs. Administrate.

Well I didn’t have my Blog back then, but was so impressed with the response provided by Steve Browne, Executive Director of Human Resources for LaRosa’s Pizza that I saved it.  I reviewed it again yesterday and still think Steve hits the nail on the head when differentiating being happy in your HR role or Not.

Steve wrote:  I know too many HR folks who are miserable in what they do as a profession.

In looking at this, I had to ask myself the question – “Why are they miserable and I’m not ??”

The answer was pretty clear only because of how I have been encouraged and “allowed” to perform at my Company.  About a year ago, my boss, the COO, asked me to draw a picture of what HR should be at our company.  I honestly was a little baffled because he literally wanted a picture of what I’d like HR to be.  After some deep reflection, and many cups of coffee, I came up with a picture and went back to present it to him.

I followed the “before and after” model that you see in those weight loss commercials because I wanted to express how HR was being utilized now and what it should be.  The “before” model showed every department as silos – including HR.  HR was only used if, and when, people needed it primarily for administrative tasks or employee relations problems that were now teetering on legal action.  In contrast, the “after” model took HR and spread it in a row that spanned all of the departments.  I explained that HR should be integrated throughout all departments and levels of the company because all of them have humans!!

Seems simple, but it worked.  He agreed that HR should be integrated vs. administrative.  Strategic on a regular basis vs. processing paperwork.

This frees me every day knowing that HR is expected to be integrated to move the Company forward.  I wish HR professionals everywhere would follow an “integrated” approach!!  If they did, they would see that the “trench” that we’re in is actually very cool and exciting!!

Thanks guy’s for reminding us we are in a great profession full of so much potential.

LaRosa’s has been in business for over 50 years, and has 63 locations in the Ohio, Kentucky, and Indiana region.  Steve has the daunting task of building and maintaining an environment and career experience that keeps LaRosa’s employees engaged in this highly competitive multi-location business.  You can follow Steve on Twitter and follow Charlie Judy on http://www.HRfishbowl.com.