HR Department Accountability in Organizations: Scapegoat Scenario Analysis
A scapegoat is defined as someone who is punished for the mistakes of others. I thought of writing this, as one of the cases being discussed in the forum was about Operations people blaming the HR department for some failures.
Amusing, isn't it? But still, we have all faced it at some point in our organizations. We, as HR professionals, are punished or blamed for what some other department or maybe the owner is doing.
Sometimes, people even forget that HR people are also employees and do not make all the decisions on their own; they also have a reporting structure, and decision-making authority is above them. Still, the blame for anything goes to "yours truly," the HR department.
Be it a delay in opening bank accounts, salary transfer delays, low ratings during appraisals, bad hires, policy implementation, less or more training, low hikes, less salary... and whatnot. You name it, and our fraternity has taken the blame.
The case being discussed talks about whether the HR department can be made accountable for the failure of the operations team. What do you think?
If it is a case of a bad hire, then obviously, one cannot single-handedly blame the HR department, as operations people must or should have taken part in the recruitment process.
If it is a case of non-performance, then what were the senior officials doing? Were they sleeping when the performance was going below par? What were they up to? What about the internal checks, KRAs, and performance reviews? Do you really think only the HR department needs to control all these things? The answer is - no.
Then why are we being treated like that? Because when you are dealing with 100 different cultures, 100 different backgrounds, 100 different personalities, and yes, with different attitudes, these things are bound to happen.
Yes, this is the only department that takes responsibility when they are not able to solve the problem of any employee, or to be honest, we get the blame as we do not communicate properly or in abundance.
It is our failure actually to not communicate properly. If it is about the delay in opening bank accounts, tell the employees clearly that you are just a mediator between a bank and the employee; the delays can come from the side of the bank if the documentation or paperwork is not complete.
If it is about not giving enough hike in the salary, please communicate informally that the HR department also works with budgets. There is a specific budget within which we have to finalize the salary hikes. So, how can we be held responsible for something like this?
Open communication channels always work where you are dealing with such diverse backgrounds, and yes, do not take unnecessary responsibility for dealing with everything on your own; involve people from other departments, especially during recruitment.
Have SOPs, policies, and procedures for everything, no matter how small the thing looks, make sure it is documented and clearly communicated.
Create a culture where there is no blame game, people take responsibility for their actions and make sure they are accountable for certain things related to their work areas. Companies with such cultures of strong leadership do not come across such scapegoat kind of problems.
Process orientation is very important for completely avoiding the passing of the ball in the organization.
Process integration is one such solution where you have a well-defined process. Where the operations process ends, where the Accounts department process starts, everything should be clearly declared and decided. This reminds me of an example in one of the Textile Companies I worked for; if anything went wrong, the scapegoat was the Administration department. If the logistics department failed to transfer some goods from one place to another, it was the Admin Dept.'s fault as they did not provide the driver on time. Bingo!! Does it solve the problem? No, my dear, it does not.
So just stop being a scapegoat, grow up, and let the company grow with you. When the ball is in your court, make sure you utilize it completely for the sole purpose of your and your company's growth.
From India, Pune
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A scapegoat is defined as someone who is punished for the mistakes of others. I thought of writing this, as one of the cases being discussed in the forum was about Operations people blaming the HR department for some failures.
Amusing, isn't it? But still, we have all faced it at some point in our organizations. We, as HR professionals, are punished or blamed for what some other department or maybe the owner is doing.
Sometimes, people even forget that HR people are also employees and do not make all the decisions on their own; they also have a reporting structure, and decision-making authority is above them. Still, the blame for anything goes to "yours truly," the HR department.
Be it a delay in opening bank accounts, salary transfer delays, low ratings during appraisals, bad hires, policy implementation, less or more training, low hikes, less salary... and whatnot. You name it, and our fraternity has taken the blame.
The case being discussed talks about whether the HR department can be made accountable for the failure of the operations team. What do you think?
If it is a case of a bad hire, then obviously, one cannot single-handedly blame the HR department, as operations people must or should have taken part in the recruitment process.
If it is a case of non-performance, then what were the senior officials doing? Were they sleeping when the performance was going below par? What were they up to? What about the internal checks, KRAs, and performance reviews? Do you really think only the HR department needs to control all these things? The answer is - no.
Then why are we being treated like that? Because when you are dealing with 100 different cultures, 100 different backgrounds, 100 different personalities, and yes, with different attitudes, these things are bound to happen.
Yes, this is the only department that takes responsibility when they are not able to solve the problem of any employee, or to be honest, we get the blame as we do not communicate properly or in abundance.
It is our failure actually to not communicate properly. If it is about the delay in opening bank accounts, tell the employees clearly that you are just a mediator between a bank and the employee; the delays can come from the side of the bank if the documentation or paperwork is not complete.
If it is about not giving enough hike in the salary, please communicate informally that the HR department also works with budgets. There is a specific budget within which we have to finalize the salary hikes. So, how can we be held responsible for something like this?
Open communication channels always work where you are dealing with such diverse backgrounds, and yes, do not take unnecessary responsibility for dealing with everything on your own; involve people from other departments, especially during recruitment.
Have SOPs, policies, and procedures for everything, no matter how small the thing looks, make sure it is documented and clearly communicated.
Create a culture where there is no blame game, people take responsibility for their actions and make sure they are accountable for certain things related to their work areas. Companies with such cultures of strong leadership do not come across such scapegoat kind of problems.
Process orientation is very important for completely avoiding the passing of the ball in the organization.
Process integration is one such solution where you have a well-defined process. Where the operations process ends, where the Accounts department process starts, everything should be clearly declared and decided. This reminds me of an example in one of the Textile Companies I worked for; if anything went wrong, the scapegoat was the Administration department. If the logistics department failed to transfer some goods from one place to another, it was the Admin Dept.'s fault as they did not provide the driver on time. Bingo!! Does it solve the problem? No, my dear, it does not.
So just stop being a scapegoat, grow up, and let the company grow with you. When the ball is in your court, make sure you utilize it completely for the sole purpose of your and your company's growth.
From India, Pune
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In organizations, it is crucial to address the issue of scapegoating the HR department for failures in other areas. To mitigate this, fostering a culture of accountability and clear communication is essential. Here are some practical steps to address this challenge:
1. Enhance Communication: Ensure transparent communication with employees regarding HR's role and limitations in various processes. Clearly explain the factors influencing decisions like salary hikes or account delays to manage expectations effectively.
2. Cross-Functional Collaboration: Encourage collaboration between HR and other departments, especially in critical areas like recruitment and performance management. This ensures shared responsibility and prevents undue blame on HR.
3. Policy Documentation: Document SOPs, policies, and procedures comprehensively to avoid misunderstandings and provide clarity on responsibilities across departments.
4. Cultivate Accountability: Promote a culture of accountability where individuals take ownership of their actions and outcomes. This reduces the tendency to shift blame onto HR for organizational failures.
5. Process Integration: Establish well-defined processes that clearly delineate responsibilities between departments. This prevents the scapegoating of specific departments for systemic issues.
By implementing these strategies, organizations can foster a collaborative environment, reduce scapegoating tendencies, and improve overall accountability across departments.
From India, Gurugram
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541. Enhance Communication: Ensure transparent communication with employees regarding HR's role and limitations in various processes. Clearly explain the factors influencing decisions like salary hikes or account delays to manage expectations effectively.
2. Cross-Functional Collaboration: Encourage collaboration between HR and other departments, especially in critical areas like recruitment and performance management. This ensures shared responsibility and prevents undue blame on HR.
3. Policy Documentation: Document SOPs, policies, and procedures comprehensively to avoid misunderstandings and provide clarity on responsibilities across departments.
4. Cultivate Accountability: Promote a culture of accountability where individuals take ownership of their actions and outcomes. This reduces the tendency to shift blame onto HR for organizational failures.
5. Process Integration: Establish well-defined processes that clearly delineate responsibilities between departments. This prevents the scapegoating of specific departments for systemic issues.
By implementing these strategies, organizations can foster a collaborative environment, reduce scapegoating tendencies, and improve overall accountability across departments.
From India, Gurugram
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