The HR Martyr

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Why is it that everywhere I go, HR professionals work ungodly hours, are expected to drop everything at any time, and don’t feel they deserve work-life balance? It’s like we believe the hype the business sells when they tell the story of us as a cost center and a transactional, commodity-type service. The cheaper the better, the business says-watch out, because if you cost too much and don’t make it worth our while, we’ll just outsource you, replace you with technology, or not build you in at all, like many startups do today.

What is our typical response? It should be to show the value we bring in bringing success to the business, and in increasing the bottom line. It should be to prove our strategic worth, and stop being simply the department of “no.” It should be that we resist being seen as the party planner, the cleaner-upper, and the administrative assistant, and instead provide something more that the business can point to that brings them less turnover, a happier, more productive and successful workforce, more efficiently structured teams, better hires, and in turn, increased profits.

What do we do instead? Often it’s more of the same transactional, tactical, check the box, frenzied activity. So much of it that we trick ourselves into thinking we are indispensible. We work 70+ hours per week, making our already relatively lower pay (compared with other critical business functions) lower still by spreading it over two full-time jobs. We tell ourselves we’re lucky to be working for such a great organization, and that some people probably appreciate what we do. We talk about how much we’re working, how crazy busy it is at work, and how it’s impossible to get everything done, but that we have to keep trying, because the people are important to us. You know HR, right? It’s always like that. And we don’t deserve any better. No one thinks we’re important. They just think we cost money, and they are always looking for ways to cheapen the outflow of cash in our direction, because they don’t understand or appreciate what we bring to the table.

Poor us. But one thing is certain: they will never know if we sit back and hope they’ll notice. Telling isn’t enough, either. And just working long hours isn’t going to do it. We have to bring the goods and push our way to the table, and show them.

Photo credit: archer10 (Dennis) OFF via Foter.com / CC BY-SA

Work it Like it’s 1998

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Okay, so I’m outing myself. I’m not doing some super-strategic, high value HR at my new gig. I’m screwing up things like data entry and making badges for people to get into our building. Oh, yes-I’m also generating ad hoc reporting that allows my clients to look backward…but not to really plan for the future. It takes about 60-70 hours per week to complete the transactional, tactical duties my clients expect of me at my site. And that’s before I even undertake the project work that my inspirational HR leader needs me to commit to performing in order to take us to the next level.

So…I am definitely going to need to disappoint my clients in service of making some needed adjustments. Status quo will not build the changes they need to grow. Some leaders will recognize what I’m doing, but some won’t-and they will be very disappointed and feel like I’m failing them. They will wonder why they can’t have their old HR manager back, the one who would take care of every administrative need, and check every transactional box for them.

But there are others who will come along with me. They will see that when we find shared solutions for the transactional, we can free up energy for the transformational. I really care about these people, and like a parent or a good friend, I care enough to tell them what they don’t want to hear.

The next year will bring some tough challenges, and some high-value changes. Come along with me and see what it’s like to practice HR that brings strategic value to the business. Stay tuned!

Visit Solve HR, Inc.

Photo credit: ** RCB ** via Foter.com / CC BY