HR As a Role Model

On an HR WhatsApp Group

Speaker 1: Everybody expects HR to be the role model in the organisation, but most HR personnel fail to be role models. Why do most HR personnel fail to be role models? Why do others expect HR to be role models?

Speaker B: Because HR fails to call a spade a spade and, like any employee, bows his head and keeps working. Even management desires that. Hence, they want a compliant HR instead of someone who can stir things up for real change. Employees want HR to be role models because they believe HR will support them. But it’s worth remembering that HR is also an employee – a part of the same system as everyone else.

Speaker C: Food for thought. Most HR personnel fall short of role models because it’s genuinely challenging. Being a role model requires high standards of sacrifice, values, ethics, integrity, etc. People expect it from HR because HR is meant to lead the organisation by example.

Speaker A: Here’s a question I’m mulling over: Is it time for strategic HR to become an independent function, like auditors? Doesn’t leadership sometimes need correction and guidance, too? Or should they always handpick a leadership coach or HR consultant to suit their preferences? How justified is that?

Speaker D: Good question! Should internal HR get involved in decision-making, at least when it comes to appointing an independent HR body? Shouldn’t HR be part of all Board of Directors meetings and decision-making processes to bring balance and accountability?

Let me share How HR is perceived. In my book, The Indian Boss at Work: Thinking Global, Acting Indian, I write, “The role of HR is to support the management of boundaries as well. It is seen as implementers of rules, ensuring compliance and safeguarding the company from legal risks. Complete this mandatory training on Diversity, else...” By focusing on the prevention of dysfunctionalities, one aspect of the ‘container’ gets managed, but the other related to system vitality becomes collateral damage.

In times of Industrial Relations problems, the functional HR leaders appear ‘heroes’, but when things are calm, employees wonder, ‘What does HR do?’. In many organisations, using a restaurant analogy, HR takes a food order (KOT) or serves a buffet. Today, employees are increasingly looking for alternate options for advice instead of HR. I overheard one employee share, ‘By acting friendly; they get you to relax and admit things they can use to fire you’. Glassdoor is considered more exact than employee engagement scores. By doing what the CEO wants, to be viewed as a ‘lackey’ of management, the feeling being they are protecting the company, not the employee. By straddling the CEO and the employees, HR finds itself between ‘a rock and a hard place’ and is viewed suspiciously as the ‘other’. One common angst back then and now is how HR is to get a seat at the table. The primary role of HR is to set the people’s agenda and lead the transformation through customised intervention proper for the organisation.”

1. Why do most HR personnel fail to be role models?

Most HR personnel find it challenging to act as role models because their role often requires balancing multiple, sometimes conflicting, interests. Dave Ulrich, a leading HR thought leader, would like HR to be spread widely. He argues, “HR must serve all the stakeholders: employees, customers, managers, and investors.” This is an inherently complex responsibility that may be impossible. This tension frequently leads HR to act conservatively, prioritising compliance over advocacy. HR professionals often avoid risking their jobs by challenging senior leaders, and this lack of transparency can erode employees’ perception of HR as trustworthy role models. Also, HR professionals feel pressured to maintain confidentiality about issues rather than address them publicly, even if it might benefit the workforce. This dynamic limits HR’s capacity to be transparent and authentic, which are essential qualities for role models.

2. Why do others expect HR to be role models?

Organisations expect HR to lead by example because HR upholds organisational values, ethical behaviour, and people-first policies. In the words of Henry Mintzberg, “HR is not about HR, it’s about people – and business with people.” Employees naturally look to HR to embody company culture and model behaviour that aligns with organisational values. However, the expectation also comes from HR’s role in enforcing ethical standards and handling sensitive matters. Employees expect HR to handle misconduct reports fairly and uphold integrity in decision-making, reinforcing why employees view HR as the ethical backbone of the organisation.

3. Is it high time that strategic HR became an independent function like auditors?

Yes, there’s a compelling argument for making HR a more autonomous function, much like audit teams. When HR reports solely to management, company interests can unduly influence its actions. Many HR executives feel their role could be more effective if HR were less beholden to C-suite preferences and able to act with greater independence. Making HR a more autonomous function would also allow it to mediate between management and employees without fear of reprisal. Several organisations are already piloting versions of independent HR bodies.

4. Does leadership also sometimes need correction and guidance? Or should they always choose a leadership coach or HR consultant?

Leadership needs ongoing correction and guidance, but self-selecting a coach or consultant can sometimes limit objective feedback. Effective coaching provides “external, unbiased perspectives that leaders often cannot find within their organisation.” Relying solely on an internally hired consultant can result in confirmation bias, where leaders seek guidance that aligns with their own perspectives. Leaders benefit most from corrective feedback that challenges them to step outside their comfort zones.

5. Should internal HR make the decision to choose an independent HR body rather than rely solely on a board of directors?

Including internal HR in selecting an independent HR body could enhance objectivity, as HR professionals have an insider’s understanding of organisational dynamics. HR involvement in decision-making related to organisational changes boosts overall employee morale as HR professionals are better positioned to assess candidates who will align with company culture and values. Further, this inclusion can help prevent conflicts of interest. HR should be involved in board meetings to foster transparent decision-making. HR can offer unique insights that can balance board decisions, ensuring they account for employee welfare and profitability.

6. Shouldn’t HR be part of all Board of Directors (BOD) meetings and decision-making processes?

HR’s presence at board meetings could provide an essential perspective on decisions impacting workforce morale and productivity. Involving HR would also help companies adapt more quickly to new policies that shift employee expectations, such as remote work flexibility or diversity and inclusion measures.