Although they are meant to act as liaisons between senior executives and lower-level employees, they frequently come under fire from both. They are the experts in human resources. They are also not happy.
Numerous recent polls indicate that there is a high degree of burnout and dissatisfaction in the field. It takes little effort to understand why. Human resources is arguably the most thankless role in management.
Workers frequently see it as the boss’s voice speaking against their interests. Supervisors seldom consider it a good thing when HR needs to get involved. One UK newspaper’s headline from the previous year said that HR specialists were “strangling the economy”.
Rob Briner, an organisational psychology professor at Queen Mary University, is aware of some of the complaints levelled about the HR industry. Sometimes, they might be warranted. He claims that when fads or fragile concepts are applied carelessly, problems result.
According to him: “People have become cynical about HR and management because they are constantly being asked to do things, told to do the opposite five years later, and then told to do the opposite again five years later.”
“We’ll begin to believe you lack expertise if you continuously give us instructions and none of them work. Which appears to be a logical conclusion.”
Unveiling the complexities of HR failings: Misunderstandings and misplaced emphasis
The problems with HR are multifaceted. Even seemingly good ideas frequently carry too much weight or are embraced without sufficient consideration for the surrounding circumstances. For instance, employee involvement seems like a realistic objective, according to Briner. Is it, however, clearly and meaningfully related “to anything that’s important to the business”?
One further concern is that even HR professionals may not fully comprehend practical principles. For instance, a recent study conducted by the consulting firm Behave questioned HR directors about the meaning of the phrase “psychological safety”. It was described as “an environment where employees feel secure and protected” by 44% of respondents.
How then can HR improve its failing standing? Concentrating on more impactful initiatives that the organisation will value and notice would be a smart place to start. What is the problem with the business? And how can HR assist in resolving it?
Further guidance on the path ahead can be found in a report on evidence-based HR from the Corporate Research Forum. The study promotes action based on evidence and diverse expert sources, cautioning against fads and just following what others are doing.
It includes strong illustrations. The French defence company Thales discovered that its conventional strategy of offering cash incentives to employees was ineffective when it came to increasing worker retention. In order to develop and measure intrinsic motivation, managers consulted academics, professionals in the field, and stakeholders to establish a novel assessment instrument. It was successful.
Revolutionising HR: Practical solutions for workplace improvement
First Bus, a British transport company, carefully examined the results of internal surveys in an attempt to reduce the appalling attrition rate that it faced among bus drivers. Its conclusion that drivers were experiencing stress and a lack of appreciation led to changes. The organisation switched out their laborious performance management procedure with 20-minute catch-up talks.
Transferring concerns from customers to other supervisors helped line managers build stronger bonds with drivers. Basic “hygiene factor” modifications were made, such as painting the depots, getting new restrooms and uniforms, and providing complimentary tea and coffee. Turnover and staff morale both increased.
All of this could sound alarmingly like common sense. However, part of the reason HR is still held in low regard is the belief that its contributions to the workplace are all too frequently devoid of this kind of fundamental usefulness. According to a recent study published in the Industrial Relations Journal, numerous workplace resilience and well-being programs—like training or applications, for instance—have not succeeded in making workers feel any better. What could function? improved job organisation and design. However, too few initiatives are grounded in several reliable sources of information.
It’s time for HR to catch on when managers are using ChatGPT to create performance reviews. However, there is some positive news for the industry. One of the vocations with the fastest growth rates in the UK, per the website LinkedIn? Chief people officer.
In conclusion, it’s evident that the traditional perception of HR as merely an administrative function is evolving. Organisations are increasingly recognising the pivotal role HR plays in fostering employee well-being, enhancing workplace culture, and driving business success. By prioritising practical solutions rooted in evidence-based practices, HR professionals can lead the charge in revolutionising the workplace.
Embracing innovative approaches, such as better job design and organisational strategies, is key to meeting the evolving needs of employees and businesses alike. As the landscape of work continues to evolve, HR must continue to adapt, innovate, and champion initiatives that truly make a difference in the lives of employees and the success of organisations.
(Tashia Bernardus)