Hiring Right for HR: Essential to Mitigating Organizational Risk

Years ago, while considering new career opportunities, I was invited for an interview with a private utility company near Vancouver. Intrigued but cautious, I researched the organization ahead of time and found several reviews hinting at some questionable dynamics. Still, I thought it best to form my own opinion in person. So, I showed up for the interview.

I met with the COO on the interview day, who also led the HR department I would join. After the initial pleasantries, he asked me what he should call me. Quite a typical question because based on my “difficult to pronounce” name. I introduced myself as Adeleke and mentioned he could call me "Ade" for ease. To my surprise, he responded with, "Oh, that sounds like Eddie! You know, Eddie Murphy," took a pen from his table and promptly crossed out my name on my resume, replacing it with “EDDY” in large, capital letters. In that instant, I knew the interview had reached its conclusion. He subsequently questioned every qualification stated on my resume and used the words “fraud” and “genuine” while asking me if my foreign qualifications were verified in Canada which was unconnected to the purpose of my meeting that day. Far from an interview for an HR role, it was more of an interrogation!

This was a serious demonstration of a lack of knowledge and professionalism from someone in a senior HR role in for an organization with thousands of employees.

Driving away, I reflected on the reviews I’d read about the organization, and suddenly, they made more sense. I imagined what it would be like to work in an environment led by someone who lacked the awareness, respect, and sensitivity essential to an HR leader. I could only envision the potential human rights violations, harassment claims, and other compliance risks that might thrive under such leadership. Unfortunately, these aren’t isolated cases. Over the years, I have encountered countless employees in various sectors dealing with harassment, bullying, and discrimination—situations often perpetuated in environments where HR lacks the authority or skill to advocate for a fair and safe workplace.

HR leaders play a critical role in organizational health and risk management. When HR professionals don’t uphold standards of employee advocacy, their inaction doesn’t just affect individuals; it exposes the entire organization to liability. The work of HR requires a delicate balance of people-first values and organizational compliance. Effective HR professionals advocate for fairness not only for employee well-being but as a safeguard against potentially damaging legal repercussions, criminal liability, and reputational harm. This role demands a unique combination of tact, expertise, and judgment to address complex issues. This is often through offering difficult but necessary feedback to senior leaders to keep the organization on a responsible and compliant path.

In situations where serious issues arise, organizations should consider leveraging external resources for investigations, ensuring both impartiality and compliance with legal and contractual obligations. A fair and transparent process protects all parties involved and strengthens the credibility of HR’s role within the organization. Ultimately, thoughtful hiring in HR isn’t just about filling a role, it’s about appointing individuals who understand the responsibility they carry and the potential impact of their actions on both the organization and its people.

Before hiring for HR roles, organizations should ensure candidates are equipped not only with the necessary skills but also with a keen understanding of their ethical and compliance-related responsibilities.

An HR team committed to these standards is a cornerstone of organizational resilience, fostering an environment that is both respectful and risk-averse.