Why It’s Time to Rethink the Image of HR - Kelli Purvis
As a strategic business leader with over twenty years of experience in Human Resources, I’ve seen the function evolve in ways that have enhanced our ability to support both manufacturing and non-manufacturing teams. However, the perception of HR remains a critical issue, and this is precisely why the article “Why Everyone Still Hates HR” resonated so deeply with me. It served as a reminder that, as HR professionals, we must focus on building the image of our function and team — beyond our individual reputations.
Reflecting on the insights shared, I found myself considering the practical solutions proposed and the challenges presented to operate differently. It’s not enough for HR to simply implement policies and procedures; we must also proactively address how we are perceived within the organization. Are we seen as enforcers, as the article suggests, or are we truly partners in business success?
With this push towards leveraging AI and leaning into employee self-service, are we still making efforts to build connection and trust with workers who rely on us at their most vulnerable moments — personally and professionally? Some days, the issue may be “I don’t like my HR partner,” but more often than not, the message may be “I don’t know my HR partner, and they don’t function in a way that personally benefits me.
In my role as Vice President of Human Resources Operations, I’ve often emphasized the importance of evolving our approach to ensure that our team is viewed as more than just compliance officers or dispute resolvers. It’s about integrating our expertise in employee relations, labor relations, and enterprise training to drive business outcomes and foster a culture of trust and collaboration.
The specific strategies I have found effective in shifting the perception of HR to that of strategic partner are:
- Keep the HR business model simple and HR partners accessible. If you need something, call me rather than relegating internal clients to opening self-service tickets.
- I will leverage the self-service tools to manage my workload but not to the detriment of HR touch. HR leaders have to recreate the water cooler in this remote working environment. This is where I get the “oh-by the way” comments that are important for me to know.
- Accept invitations to meetings that don’t really pertain to HR and sometimes show up at those meetings sans an invitation.
- Understand the business leaders and their strategic priorities for their teams and their own careers. Fundamentally, HR partners have to understand the business model and how the company makes or loses money.
This article highlighted the need for HR leaders to strike a balance between the level of HR touch we have provided historically and the need to rebrand ourselves as HR partners in the future. I believe that to shift this narrative, we must be transparent, engage in open dialogue, and demonstrate the tangible value that our teams bring to the table.
By challenging ourselves to operate differently and continuously rethinking our function’s image, we can move beyond the traditional perceptions of HR. It’s an ongoing effort, but one that is critical if we want to transform how our teams are viewed and valued within our organizations.
Kelli is a strategic business leader and supports diverse teams in both manufacturing and non-manufacturing environments across the US and internationally. Her experience spans employee and labor relations, compliance, alternative dispute resolution, management coaching, and enterprise-wide training and development. Kelli’s focus on fostering positive workplace cultures and equipping leaders with essential skills underscores her commitment to creating resilient, high-performing teams.
Connect with Kelli on LinkedIn.
