Human resource is a complex, multifaceted field that requires professionals to have the ability to juggle priorities and excel at a number of tasks—from the sometimes tedious to the often strategic. It takes knowing what to hone in on and what to delegate, staying on top of the latest trends in compensation and always having a finger on the pulse of employee relations. And, often, with so many misconceptions about HR, it involves staying ahead of the curve through continuous education in an attempt to drive what the role will entail for the company.
Being in HR requires having a number of talents and is not for the faint of heart. The role brings with it the potential to make a big impact on the lives of individuals working for the company—its most important assets—and, simultaneously, can leave managers feeling less than appreciated, when contributions to the bottom line are questioned. Perceptions of HR as a cost center and others, explained below, are just a few of the myths that often surround HR and can prevent practitioners and companies from getting the most from this important role.
HR as a cost center
The view of HR as a cost center may be one of the hardest to overcome. How executives view the HR department and its role often plays a huge part in its perception and function, including whether the job is managed in-house to begin with. Frequently HR must take every opportunity to be its own proponent in providing greater education on the value of its offerings.
Other companies realize that HR managers contribute more directly in taking care of their most valuable assets, handling a range of responsibilities, including: recruiting; interviewing; providing, presenting, and delivering medical, dental, vision, life, and other ancillary benefits; job training; instituting programs for retention and growth of employees; establishing tools and guidance for management reviews; and reviewing and selecting technology to support HR functions, to name a few. Each of these, in fact, contributes greatly to the bottom line when all hard and soft costs of doing business are considered.
Group benefits, for instance, are a major part of the compensation employers offer to entice and retain productive and reliable employees and maintain the organization’s competitive nature. The methods by which these compensation elements are derived and presented are key to a company’s success. In retaining good employees, companies can save thousands, if not more, in rehiring and training costs. HR must be prepared to justify its case with a strong knowledge of its employee base and a rationalization of these types of obvious and not so obvious costs.
HR’s role: strategic and/or tactical
Whether dictated by management, assumed by the practitioner, a function of “fighting fires” on a daily basis, or a combination of the above, HR’s role in the organization is all too often tactical over strategic, often to the dissatisfaction of practitioners themselves. This point is illustrated by USC Professor Edward E. Lawler III, who noted that HR professionals reported spending only 23% of their time in 2005 “being a strategic business partner” – no more than they reported in 1995. And line managers, he found, said HR is far less involved in strategy than HR thinks it is.
Though company culture often sets the stage, HR practitioners must actively seek key areas for improvement for themselves, their roles and for the company and take action to defend their role where possible. Employee capabilities/technology’s prevalence
If employees and executives are guilty of downplaying HR’s role, often so too is HR in assessing employees’ ability to manage information. Computers first appeared in schools over 12 years ago and today are used by 75 percent of Americans to access the Internet for three hours a day on average. Still, many in HR are reluctant to give up basic self-service...