7 Things HR is Asked to Do That It Should Never Do
HR is possibly the most misunderstood business function. This leads companies to ask HR to perform lots of tasks which hurt the business in unexpected ways.
HR professionals are often perceived as the enforcers, the rule-keepers, the administrators of discipline. Or they are seen as the ultimate deciders of “all things people” (usually only when it’s convenient for the other leaders). Or they are expected to create infallible systems which eliminate risk and distribute perfect “fairness” to all employees across the land.
But these expectations are misguided and harmful. A truly strategic and useful HR function is a partner, a facilitator, and a catalyst for organizational success. HR’s work is about empowering managers, fostering a positive culture, and driving business outcomes, not simply processing paperwork or serving as the distributor of justice.
Let's dissect some common HR tasks that are traditionally asked of HR but often misalign HR's role. These things not only impede HR’s effectiveness but they hurt the business. These are things HR should never do.
1. Distributing Disciplinary Action (Write-Ups)
The notion of HR "writing people up" is a relic of outdated management practices. When HR becomes the face of disciplinary action, two detrimental consequences arise:
HR as the "Bad Guy": Employees perceive HR as the enforcer, creating a climate of fear and discouraging open communication. This inhibits HR's ability to act as a trusted resource for employees.
Managerial Abdication: Managers relinquish their responsibility for performance management, undermining their authority and creating a culture of dependency. Managers stop “managing” and they simply point to HR as behavior enforcer. Employees lose respect for everyone in this situation.
Instead, HR should equip managers with the tools and training to conduct effective performance conversations and deliver disciplinary action when necessary. HR's role is to provide guidance, ensure consistency, and mitigate legal risks, not to execute the disciplinary process itself.
2. Terminating Employees
Similar to disciplinary action, employee terminations should primarily be the responsibility of direct supervisors. While HR can provide support and guidance, particularly in sensitive cases, the direct supervisor should deliver the message. This approach reinforces managerial accountability and demonstrates respect for the employee.
HR's presence can be invaluable in ensuring legal compliance and providing emotional support during difficult conversations. However, the ownership of the termination should remain with the manager.
3. Conducting Reference Checks
Hiring managers possess the deepest understanding of the role's requirements and the team's dynamics. Delegating reference checks to HR deprives managers of crucial insights into a candidate's past performance and potential fit.
Managers should actively engage in reference checks, leveraging HR's expertise for guidance and training. This allows managers to gather valuable information and make informed hiring decisions.
4. Extending Job Offers
The initial job offer is a pivotal moment in the candidate's experience. Receiving this communication from HR rather than the hiring manager can feel impersonal and detached.
Managers should personally extend the initial job offer, conveying their enthusiasm and welcoming the candidate to the team. HR can then follow up with a formal offer letter, ensuring all necessary details are covered.
5. Implementing Rigid Attendance "Point Policies"
Attendance point policies are systems where employees receive “points” each time they commit an attendance infraction. They are popular because they seem more fair and unbiased. While seemingly consistent, they often create a rigid and unforgiving environment. These policies can lead to:
Administrative Burdens: Managers may struggle to accurately track and log points, leading to inconsistencies and errors.
Resentment and Dissatisfaction: Employees may feel unfairly penalized for minor infractions, leading to resentment and decreased morale.
Lack of Flexibility: Rigid policies fail to account for the complexities of human behavior and unforeseen circumstances.
Instead, organizations should adopt a more flexible and human-centered approach to attendance management, focusing on open communication, mutual understanding, and addressing individual circumstances. Is it perfect? No. But trying to create and maintain the perfect attendance system will frustrate you from the day you start working on it until the day you burn it in a smoldering firepit of paperwork.
6. Deciding Award Recipients
HR can play a crucial role in facilitating award processes, such as "Employee of the Month," by providing guidelines, ensuring fairness, and offering insights into company values. However, the final decision should rest with those who have direct knowledge of employee performance.
HR can help identify potential conflicts of interest or behaviors that may disqualify a candidate, ensuring the award process is transparent and equitable. But abdicating decision making to HR is a way of playing “hot potato” that shows a lack of leadership.
7. Creating Rigid Performance Pay Formulas
While formulas for performance or merit pay may seem objective, they often lead to unintended consequences. Managers invariably manipulate ratings to achieve desired pay outcomes, undermining the integrity of the performance management process. It’s happened in every place I’ve ever worked — and it’s completely understandable.
Just like with attendance management, formulas don’t lend themselves very well to processes like determining employee pay, which is an emotional topic that is influenced by numerous factors that are impossible to quantify within a numerical rating.
Performance and merit pay decisions should be based on a holistic assessment of an employee's contributions, taking into account various factors beyond a single performance rating. Managers should have the flexibility to make informed decisions based on their understanding of individual performance and business needs.
Summary of Themes
HR is often asked to do things which are counterproductive to an engaged and productive workforce. I noticed t
Flexibility: Have processes that work for people, not for lawyers.
Ownership: Leaders should own critical decisions related to their people, not HR. HR has a strong role to play and leaders should collaborate with HR, but they should never abdicate decisions. Ownership for decisions should rest with those closest to the issue — with support from others.
Simplicity: Simple processes are easier to understand, explain, and manage.
HR’s Objective Role: Keeping HR viewed as an objective third party within the organization is vital. It ensures that employees feel safe if they have concerns.
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