8 Things I Wish HR Would Stop Doing...

I'm a lifelong HR professional and absolutely love my career and what I do.

But I'm going to rant in this article so be prepared.

Here goes.

If we want to improve both the impact of HR and the success of the organizations we support, we must put our foot down and STOP doing some asinine things.

1. Let's stop accepting garbage in our HR departments.

Human Resources cannot be where people are re-assigned when they've failed everywhere else. Let's start demanding the absolute best and the brightest in our function, just like everyone else.

2. Let's stop creating "workarounds" for bad managers.

Let's stop providing them with hall passes to avoid giving performance reviews, adequate feedback or having candid career discussions with their direct reports. Instead, let's start expecting them to behave like paid professional leaders.

HR's job is to help our organizations work in the best way possible. We shouldn't have to develop policies to make up for "managerial malpractice." If leaders can't or won't manage effectively, let's follow the medical profession model and pull their "license" to manage anyone, forever!

3. Let's stop using words like "human capital."

Who are we trying to impress? We're talking about people. So stop calling them something else and treating them like they’re numbers in a Power Point presentation or “human capital” that can be sold off like a stock that's in free fall.

They’re people, like you and me, with families, fears and aspirations for the future. And for most of their day, they choose to invest their time and energy in our organizations. Let's remind ourselves every day that HR's unique contribution to the organization's success is all about getting better business results through people.

4. Let's stop pretending we're shocked when employees decide to unionize.

When you work your employees 13 days on and one off; then turn around and lay them off; outsource their work; cut their pay; or reduce their benefits; then demand their total loyalty and commitment in an environment populated with Nazi supervisors...you can't be surprised when they reach out for a little third party representation. Can you?

5. Let's stop cutting the "workers" before cutting the "work itself" and then pretending we've improved productivity.

Sure, it's looks great on the P&L. Wall Street loves that we've cut heads. But have we really improved the organization when 30 "survivors" are doing the jobs that 100 full-time people used to do...when the actual work hasn't gone away...and these remaining people are suffering in silence because they're scared to say anything for fear that they'll be whacked next.

6. Let's stop promoting people into HR leadership roles just because they are technically competent.

Sallie may be the greatest recruiter and talent acquisition specialist on earth. That's not a reason - by itself - to promote her into a role where she manages a team of thirteen other recruiters.

If all she ever wanted to do in life was to do her job well and make a little more money in the process...reward her. Don't force her to lead a team, for which she has absolutely no skill or interest in doing.

7. Let's stop allowing butt-awful leaders to lead teams.

Some managers in leadership roles are mean, surly, rude, offensive, and specialize in striking fear into the hearts of the team members. That's great if you're Lex Luthor or some super-villian in a comic book - but not if you're a paid professional leader. Why is this allowed?

The answer is always either “they get results”, or “they have been here a long time”. In today's competitive organizations, this is not acceptable anymore. The days of crime bosses are over. Let's put our foot down and work with our organizations to require that all people leaders lead with influence, clear expectations and inspiration...while still holding their direct reports accountable. Let's stop sending the mixed message to the workforce that: "It's okay for managers to treat you like scum, but we really value you.” Yeah, right.

8. Finally, let's stop turning the other way when our leaders don't walk their talk.

There's a well-known, often told story about the quality guru, W. Edwards Deming. Deming was asked by the CEO of a major steel company to address his top one hundred executives on the requirements of implementing a total quality program company-wide.

He was introduced by the CEO himself, who extolled Demings's credentials with lavish conviction. As Deming approached the podium to a thunderous applause, he noticed the CEO tip toeing towards the exit of the conference room.

In his 80's at this time, Deming in a booming voice, remarked for everyone to hear: "If this isn't important to you, it's not important to me!" The CEO, startled, returned to his seat and remained there for the rest of the presentation.

Deming understood that to implement a successful quality program -- like any major company-wide change initiative -- it requires the active engagement and strong sponsorship from the top.

Senior leaders cannot abdicate, delegate their sponsorship or fail to participate.

Leaders at the top must walk their talk.

People need to see their leaders model the way.

HR can collaborate with leaders in this endeavor by reminding them, providing feedback and suggesting ways to make this happen. That's what the great HR professionals do.

Now what's your take on all this?

Clearly these eight suggestions are not breakthrough ideas. But all of them are practices we should help end...immediately.

Any push-backs on any of the above or other practices you would add? Cite them in the comments section below. Thank you!

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About the author: Alan Collins is Founder of Success in HR and the author of a variety of best selling books for HR professionals including Unwritten HR Rules and HR Resume Secrets. He was formerly Vice President - Human Resources at PepsiCo where he led HR initiatives for their Quaker Oas, Gatorade and Tropicana businesses.