HR: Objective or Subjective?

I recently attended an event with 3 Local Leaders. I was surprised by one of the guest speakers when he went on to say that HR is subjective and said several things that completely lost me. Fortunately, we are all entitled to a say. However, instead of engaging in an ill-prepared debate at the moment, I decided to write this article to discuss this notion.

HR has been a topic of debate among many professionals and Leaders, with some believing it to be subjective. However, this notion is not entirely accurate. HR is a systematic approach to managing and developing an organization and Talent. It involves various processes such as recruitment, selection, training, Organizational design, change, compensation, and benefits.

The issue is that some leaders are not well-versed in the subject. i.e., when they have mechanical, accounting, medical, Finance, etc problems they look for a Professional in those areas, but when it comes to People’s Problems they self-medicate.

HR is objective in nature because it follows specific criteria, policies, and procedures that guide decision-making. These are backed by a variety of theories and are constantly evolving – you may want to google them.

Furthermore, HR professionals undergo extensive training to ensure they are well-versed in their roles. In most cases, these roles include complying with employment laws and regulations, which further promote objectivity in decision-making.

For some, in recent years, statistical analysis (more recently gained a fancy name: data analytics) has become increasingly prevalent in HR. This has further enhanced objectivity in HR decision-making by reducing bias and subjectivity in the evaluation process.

Data analytics allow HR professionals to gather and analyze data from various sources, such as employee performance, turnover rates, and engagement surveys. By analyzing this data, HR professionals can identify patterns and trends that have gone unnoticed and make objective decisions.

The use of data analytics can also help HR professionals make more accurate predictions about future workforce needs. By analyzing employee turnover rates and other data, HR professionals can identify potential talent gaps and take proactive steps to address them. This can lead to a more objective and strategic approach to talent management.

While HR processes can be objective and data-driven, there is still an element of subjectivity when it comes to management discretion. And that goes for all Functions within organizations. Management discretion refers to the decision-making power/latitude of managerial/leadership action available to decision-makers when it comes to choices.

Unlike HR processes, which are guided by clear criteria and policies, management discretion allows managers/leaders to make decisions based on their own judgment, experience, and personal biases. This can lead to decisions that may not be entirely objective or fair, as managers may have their own preferences and perceptions that influence their decisions.

While management discretion can be necessary in some situations, it is important to minimize its impact on HR decisions as much as possible. This can be achieved through clear guidelines and policies for managers to follow, as well as training and education on unconscious bias and fair decision-making.

Ultimately, while HR processes can be objective and data-driven, the use of management discretion introduces an element of subjectivity that can undermine the fairness and effectiveness of HR or any other Functions’ decision-making. It is important for organizations to recognize this and take steps to minimize its impact to ensure a fair and equitable workplace for all employees.