HR Doesn’t Care About Us"—Or Do They?

The Story You Never Hear

Sarah (The head of HR at TechNova Solutions, a growing IT firm) slumped into her chair, rubbing her temples as she stared at yet another resignation letter. Employee #10 in just three months.

She knew exactly why they were leaving—burnout, overwork, unrealistic expectations and zero work-life balance. It wasn’t a mystery.

Burnout is what happens when you try to avoid being human for too long.” – Michael Gungor

Sarah had already compiled reports, presented data, and pleaded with leadership for change. But every suggestion was dismissed.

Yet, when employees quit, who got the blame?

HR.

"You don’t care about us!" they'd say. "Why aren’t you doing anything?"

Sarah sighed. If only they knew the fights she fought behind closed doors—battles she kept losing.

At that moment, her inbox pinged. A meeting request.

Subject: URGENT—HR Issues From: CEO’s Office

Here we go again.

HR vs. CEO: The Blame Game

The Case scenario of the Company

TechNova Solutions, a growing IT firm, is experiencing an alarming talent drain. Employees feel overworked, underpaid, and exhausted from unrealistic expectations. The lack of work-life balance is also driving many to quit. Frustrated by the turnover, the CEO, Mr. Johnson, calls Sarah, the Head of HR, into his office.

The Conversation

CEO: Sarah, what’s happening? We’re losing good people left and right. This is unacceptable!

HR (Sarah): I understand your concerns, sir. We’ve analyzed exit interviews, and the data shows key reasons for the turnover—

CEO: (Cuts her off) I don’t need excuses. I need solutions. Why isn’t HR doing its job?

HR (Sarah): Sir, we have been offering solutions, but they haven’t been implemented. Employees are struggling with excessive workloads, no work-life balance, and a toxic culture of burnout.

CEO: (Scoffs) Oh, come on. Every company has high expectations. If they can’t handle it, maybe they weren’t a good fit in the first place.

HR (Sarah): It’s not just about expectations. Our employees are overworked, with some putting in 12-hour days regularly. They’re missing time with their families, suffering from stress, and looking for better opportunities elsewhere.

CEO: So now it’s about money? We offer competitive salaries!

HR (Sarah): Sir, we are 20% below industry standards. And our benefits package is minimal. Employees are choosing competitors who offer better pay, flexible schedules, and remote work options.

CEO: (Frustrated) We can’t just throw money at the problem. What else do you suggest?

HR (Sarah): It’s not just about money. Employees feel micromanaged, have no clear career growth, and are drowning in work. I’ve proposed leadership training, flexible work policies, and mental health programs, but nothing has been approved.

CEO: (Annoyed) You want me to tell my managers how to do their jobs? They’re the reason this company is successful! If employees can’t keep up, maybe we’re hiring the wrong people.

HR (Sarah): Sir, we’re hiring great talent, but they’re not staying because of the toxic work environment. If we don’t fix this, our reputation will suffer, and it’ll be harder to attract talent.

CEO: (Shrugs) People will always want to work for us. We’re a market leader. If someone leaves, we replace them. Simple.

HR (Sarah): That mindset is costing us. High turnover is affecting productivity and morale. Our best employees are leaving, and those who stay are disengaged and burnt out.

CEO: (Standing up) Look, I don’t have time for all this HR talk. Just fix it. That’s what I pay you for.

HR (Sarah): (Takes a deep breath, realizing nothing will change.)

The Hidden Struggle of HR

Employees rarely see these conversations. Instead, they assume HR is either unwilling or unable to advocate for them. But the truth is, HR often faces leadership that:

• Ignores employee concerns and dismisses feedback as complaints.
• Sees HR as a cost center, rather than a strategic partner.
• Refuses to invest in people, assuming employees are easily replaceable.
• Blames HR for workforce issues, without allowing them the authority to fix them.
• Overworks employees and disregards work-life balance, expecting long hours as the norm.

The result? Employees feel unheard, HR feels powerless, and the company suffers.

What Needs to Change?

?? HR Needs a Seat at the Table – If HR is expected to fix problems, they must have the authority to implement real change.

?? Leadership Must Listen – Employee feedback isn’t just HR talk—it’s critical business intelligence. Ignoring it leads to burnout, resignations, and declining productivity.

?? Invest in People – Competitive pay, flexible work policies, mental health support, and career growth aren’t luxuries; they’re necessities in today’s job market.

?? Fix the Culture, Not Just the Turnover – Replacing employees won’t work if the underlying issues remain. Companies that prioritize work-life balance and employee well-being see higher retention and better performance.

Take care of your employees, and they will take care of your business. It’s as simple as that.” – Richard Branson

So, Does HR Really Not Care?

Next time you feel like HR isn’t doing enough, consider this: Maybe they’re fighting for you behind closed doors. Maybe the real problem isn’t HR—but a leadership team that refuses to listen.

The question isn’t “Why isn’t HR doing more?” It’s “Why won’t leadership let them?”

What do you think?