Are HR Professionals Stuck in a Cycle of Talk Without Action? Let's Discuss Solutions

After reading, you might think that this writer is pessimistic about the profession or has a limited perspective on the current scenario. However, let me share my views on the topic.

It is a common feature in the HR fraternity to talk about 'we should do something.' Though the intentions are good, HR professionals in companies often end up doing administrative activities rather than truly adding value to the business. In turn, they create some new intervention, which is seen as just another policy by employees, another task for managers, and a big money-draining activity by business heads. But the activity ends up as a blip on the radar without concrete or measurable results.

HR professionals, it seems, are creating jobs for themselves instead of working towards reducing attrition, developing talent, or increasing productivity. Even in recruitment, it has become mundane, with or without high-sounding recruitment techniques.

The talent hired is often mediocre or incompetent for the role. We, in turn, give reasons or blame the organization, manager, or others for the lack of support. During interactions with many HR professionals from various organizations, I found that the HR fraternity itself is a disengaged community. They are either unhappy with their role, recognition, or 'unable to do something.'

Again, to address some of the issues, the discussions start with 'we should do something.'

Suggestions and comments are welcome.

Disclaimer: These are my personal views and do not represent any organization or individuals. The views are not about any particular individual or organization.

After going through your opinion here, I really have no idea what you are talking about. If it's your opinion that the HR people in the organization are just doing administrative work all the time, then who is doing all the HR-related work... The administration department?

Do you really think that all kinds of recruitments are done individually by the HR department? Then again, you are mistaken, as the blame for a bad hire should not just go to HR because of the involvement of other departments, who are equally responsible for a good or bad hire.

Please go through this survey from GREAT PLACES TO WORK, where many Indian companies have participated and have been rated on their HR policies, HR-related initiatives, and people-oriented policies... and yes, none of the points mentioned are of an administrative nature.

Best HR Practices - Lessons from Best Workplaces in India – Based on GPTW 2008

1) Building a superior workplace is part of their corporate identity.
2) Take care of employees; customers keep coming back.
3) Providing a superior work-life value proposition.
4) Work – Personal life Balance
5) Take time off whenever it is necessary
6) Flexible Options
7) Members, not Employees.
8) Employee Committee with genuine authority.
9) Recreation/Social Services/Food.
10) Database for employee suggestions in implementation.
11) All relevant information available to all. (Sharing Information)
12) Information sharing matrix.
13) Surveys for potential/new employees.
14) Annual Employee survey.
15) Global infrastructure organization survey.
16) Daily newsletter (start the day by reading this letter).
17) Basic Moral of the day.
18) Daily Birthdays.
19) Special Guest recognition.
20) HR eye-opener of the day.
21) Call privately & inform the issue (Integrity Hotline).
22) Training or other discipline (Cross Training).
23) Running own business - Employee survey.
24) Ownership of Business- Job rotation.
25) Training to learn multiple skills.
26) Take care of employees. Employees take care of customers.
27) Reach the top brass.
28) Open culture/caring environment.
29) Focus on high performance.
30) Hiring the smartest people.
31) Directing them in the Right Direction.
32) Create a Cool, simple & yet highly efficient workforce.
33) Cross-functional job rotation.
34) Good Problem solver.
35) Interested in working with people.
36) Openness & transparency.
37) New recruits' workstation – decorated with Balloons.
38) Self-defense techniques for women employees.
39) Work from home.
40) 2% profit given as performance incentives.
41) Professional support.
42) Skill updating.
43) Social recognition & upward mobility.
44) Small warm gestures.
45) Same travel benefits across all positions.
46) Annual Organization climate survey (Rating Boss).
47) Buddy Programme.
48) i4 Teams – Ingenious, Idea, Incubation & Implementation (Generate new ideas & implement them).
49) Encouraging social services.
50) Early Breaks, Good training, caring employer.
51) Workshops to explore strengths, weaknesses, dreams & aspirations.
52) Chairman Tea/President Tea - Managers Sharing Feedback.
53) High performers- 200% of Target Bonus.
54) Paid leave for social services.
55) Breakfast meeting with top management.
56) Vacation donation program.
57) Stock options.
58) Confirmed employees from the first day of joining.
59) Baby’s day out – New mothers work alongside with babies.
60) Reduced work hours Half day/Half work week for New Mothers.
61) Mandatory training hours- Any field of interest.
62) Internal Promotions – Non-management to top management position.
63) Knowledge sharing sessions.
64) Recognize employee achievements.
65) Individual learning plans.
66) CSR leave for 5 days for employees.
67) 100% Reimbursement of Tuition fees/examination fees for employee professional development.
68) Idea works/encash program – awards for better ideas/suggestions.
69) HR team available 24X7 in emergency situations.
70) 30-Week management program in NMIMS for young managers.
71) 5 days compulsory annual leave.
72) Value addition meetings between employee & management.
73) Tell me box (CEO) Tell 3 things that work for them & 3 things that do not work for them.
74) Five-day a week work policy.
75) Fast Track programme for promoting middle managers.
76) Leave work on time, flexibility to work part-time as per requirement.
77) Only 10 unutilized allowed to carry forward to next year.
78) Encourage spending time with family.
79) Leadership programme for young managers. (Wharton & London business school)
80) Health café, yoga classes. Stress management.
81) Flat leave structure, restricted work structure & timings (System Shutdown after 7 PM).
82) Flexi working hours.
83) Foreign trips for spouses.
84) Employee referred to as “Members”, Department referred to as “Groups”.
85) Share your concerns.
86) Home away home. Reach out to family in all day-to-day happenings.
87) Foreign Language Allowance (100% fees).
88) New Joinees – Personally welcomed by MD.
89) Paternity Leave, Birthday/Anniversary leave.
90) Compassionate leave.
91) Fun at work & freedom at work.
92) Open Door & Transport Policy.
93) Crèche for working mothers.
94) Behavioural Training programme.
95) Sense of security/Family taken care of.
96) No Attendance.
97) Freedom to Experiment.
98) 2-year sabbatical leave for higher studies.
99) New Joinees welcomed with flower bouquet.
100) Inform & Communicate in a Transparent manner. (Trust & Transparency)
101) Employees Calculate bonus on their own.
102) Senior Executives – No Attendance/Unlimited leaves.
103) Decide where, when & how their work is to be done. Flexible to people’s needs.
104) Creating new roles for prospective/potential candidates.
105) Workshops for parents.
106) HR Policies evolved keeping local people in mind.
107) Working beyond revenues.
108) Intellectual Stimulation/Variety weighs in decision for new projects.

These are the things that an HR should do in companies...

Regards,

Archna

Greetings, I second Archana. Are you venting about the HR in your company? In this community, we work to find solutions for our members. When you share a view, please validate it with data so that we can brainstorm and find a solution. We appreciate your effort to seek. We all would make an effort to find a solution. Looking forward to your words.

Regards, (Cite Contribution)

The responses have been more than expected. Thank you all for that.

Clarifications on HR's Role

I am a firm believer in HR as a profession, HR as a function, and HR as capital. The point I was trying to make was that HR professionals tend to be more activity-oriented than strategically oriented. It is not that activities are less important. However, business managers, as always, and more so in today's competitive environment, expect value addition rather than just activities. HR professionals should focus on outcomes rather than just activities. "Let's do something"... Will this lead to anywhere? Your comments, please.