inform. educate. connect. Issue #15 - February 2012

No More Dumping on Human Resources: Give them Something to Celebrate

By Jim Hopkins, JK Hopkins Consulting

I read a series of interesting comments recently on one of my LinkedIn groups to a discussion that began by defending human resources. It became quickly apparent that everyone was taking sides on the value of human resources based on their personal experience.

The author of the discussion was trying to defend the need to stop dumping on the human resource function and to realize their value in the organization as a strategic partner that plays a vital part in the operation of the company. Wow, did that ever spark some wild responses from the people who could not link these value statements to the human resource functions within their companies. Yet for those that identified with the statements and saw firsthand how human resources add value they were quickly supporting the author.

Anyone reading this article from the human resources and training functions should know not only their value, but more importantly, how to demonstrate it. If you are doing the right things then you probably feel not only an integral part of the team, but the rest of the company defends your role as nearly indispensible. But if you are feeling put upon, out of sync, and unloved, maybe it is time to ask yourself how you measure your participation in the company.

Within the comments that supported closing human resources I noted a trend develop that is almost backwards. In these organizations, human resources were capturing their activities and “how busy” they were with recruiting, handling performance issues, writing corrective actions, and handling terminations. These types of activities also led to the inevitable circle that started all over with more recruiting.

Many from the “Pro” human resources team were responding that if managers were training and allowed to interview, coached and communicated with employees there would be less need for human resources to become involved. When managers are not only trained in basic management development and communication skills they handle more employee issues before they get extreme.

Unless a company is growing, the whole recruiting function should be minimal. If you are hiring the right people, and communicating well, then you have fewer employee issues that need counseling or corrective action. In fact, as many people noted, the less human resources is doing in these general areas, the better the company looks at human resources as doing a good job. When human resources and training are focused on preparing the workforce for changes, the more the company sees them as a value added partner.

For over a decade, most industries in America have put off the skill development of managers. This has led to inadequate interpersonal communication skills at nearly every level in an organization. A lack of basic training in change management skills have prevented managers from being able to adjust to the rapidly changing economy, thus preventing companies from being able to pivot and survive.

The value of human resources and training can best be displayed for your bank by being in front of the next wave that is about to hit. Yet, if you are still trying to train management development in a one-day workshop, or by assimilation from airborne particles, then you need to step back and implement a real management development program first. 

We often refer to “building” skills, which means starting with a foundation. You would not lend money on a home purchase if the home is missing a foundation, but we have no problem hiring and promoting people that are missing a management foundation. Management skills are built over time and through several stages, much like the foundation of your home and are not completed in a day.

There are a lot of good programs out there to choose from, and some are better than others at actually developing skills that will be used. The important step is not just doing anything, but choosing a program that will demonstrate your value to your bank. And for those of you that have been planning to implement something for the past few years, it doesn’t help your cause to kick that can down the road year after year.

If you don’t want people in your organization dumping on human resources, then give them experiences to celebrate rather than complain about. We all know that the human resource and training function is valuable, so let’s commit to making sure our banks agree with our assessment this year by making a difference everyone can agree is valuable!

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