Patricia Goodwin-Peters - Why HR Professionals Love Their Jobs — And Why You Should Care
In the article ‘So, Human Resources Is Making You Miserable?’ published by David Segal in the New York Times, the argument is made that HR is a source of frustration and dissatisfaction in the workplace — even for HR professionals themselves. While this perspective may resonate with some, it reflects a tired narrative that needs to be brought to an end. The real conversation we should be having, starting now, is: how do we transition the focus from transforming HR to asking why so many organizations are failing to optimize shareholder value by not fully leveraging HR’s potential? And why do some leaders and Boards seem complacent about this?
Why HR Professionals Love Their Jobs — And Why You Should Care
Let’s start with a reality check: Yes, HR departments are often seen as the enforcers of corporate policies, the gatekeepers of forms and memos, and the drivers of initiatives that some employees might find tiresome — despite these efforts being essential to ensuring employees are paid correctly, have access to a range of benefits, and receive constructive feedback to grow their careers. But what largely gets ignored is that HR is a direct reflection of the C-suite’s decisions and priorities. The policies HR enforces and the initiatives it drives are shaped by the strategic direction set by top leadership. Looking at the bigger picture, most HR professionals are deeply committed to the strategic importance of their role and have a strong sense of purpose. The very people who may seem to be the source of your workplace frustrations are, in fact, advocating for a better work environment and driving organizational success every day.
Despite articles that paint a different picture, skilled HR professionals who understand organizational behavior and the power of human capital love their jobs because they know that talent is the critical path to the strategic success of any organization. With 70% to 90% of organizational value being driven by people, HR is one of the most important functions within an organization. In today’s business landscape, commitment-based HR is not just a nice-to-have; it’s a competitive advantage. Studies consistently show that organizations with strong HR practices outperform those without because they focus on their most important asset: people. No other function has the enterprise-wide view of talent and the deep understanding of how to leverage human capital to drive both short-term results and long-term value. This unique vantage point makes HR one of the most intriguing fields to work in, and many of us feel privileged to be a part of it.
While the CEO is focused on go-to-market strategies, the CHRO orchestrates the organizational strategy that brings the Top Management Team’s vision to life. HR is not just about managing people; it’s about ensuring the entire organization is positioned to execute its strategy effectively. This involves everything from workforce planning and talent management to cultivating a culture that supports innovation and agility. The HR team collaborates closely with other leaders to align the organization’s human resources with its strategic goals, driving performance across the board.
At the heart of HR’s strategic relevance is a deep commitment to the organization’s people. HR professionals understand that driving value hinges on focusing on talent — developing it, retaining it, and aligning it with the company’s mission. This is why HR’s role is so crucial; they have the insights and expertise to unlock the potential of the workforce, ensuring that every employee contributes to the organization’s success. This enterprise-wide perspective allows HR to act as a bridge between the company’s strategic goals and the people who will achieve them.
Behind the Curtain: Are Leaders Hiding Behind HR to Avoid Accountability?
Now, let’s take a closer look behind the curtain. Years ago, two prominent management scholars introduced Upper Echelons Theory, which suggests that the culture and actions of an organization reflect the traits and values of its top executives. This theory reveals a fundamental truth: no CEO would allow their HR organization to be misaligned with their vision or the company’s culture.
Make no mistake: if there is a disconnect between HR and the organizational culture, it stems from one of two sources. It could be an issue within HR itself, in which case the CEO should take decisive action to either realign or replace the HR team. But if the CEO is not taking action, it indicates one of two things: either a failure of leadership to take accountability for corporate policy and effectively manage their team, or, worse, negligence or a deliberate decision by leadership to shape the culture in a certain way and let HR take the blame. It is as simple as that.
Leadership accountability is about taking ownership of the organization’s direction, decisions, and culture. True leadership requires the courage to make tough decisions and the integrity to stand by them. It means being transparent about the reasons behind these decisions and ensuring that every department, including HR, aligns with the company’s overarching goals and values. When leaders fail to take responsibility, it creates a vacuum where misalignment and dysfunction thrive.
Rethinking the Narrative: Moving Beyond HR Scapegoating
Here’s a suggestion: What if prestigious publications stopped enabling the scapegoating of HR? Instead of pointing fingers at HR, why not focus on the real issue and encourage Boards to help unleash the power and value that HR can deliver? After all, isn’t that how it happened for the Chief Financial Officer? The CFO didn’t rise to prominence on their own; they needed the right regulatory environment and pressure from the press to bolster their authority. HR could similarly thrive if we stop using it as a scapegoat and start recognizing its potential as a strategic partner. When leaders fail to enforce policies or avoid taking responsibility for difficult decisions, it places an undue burden on HR professionals. They are left to manage the fallout, often without the authority or support needed to resolve underlying issues. This strain of accountability without proper backing from leadership not only demoralizes HR professionals but also undermines their ability to perform their strategic role effectively. Over time, being positioned as the enforcer without support diminishes HR’s credibility within the organization, making it harder to build trust, foster a positive workplace culture, and drive meaningful change. Instead of perpetuating this cycle, it is time to recognize that HR’s success — and, by extension, the organization’s success — depends on leaders stepping up, taking accountability, and providing the support HR needs to thrive.
Most importantly, if the CEO and other top executives do not actively support and empower the HR team, it reflects a deeper issue within the leadership framework. There are thousands of highly qualified CHROs available. CHROs not only mirror many of the positive attributes of CEOs but also excel in traits like empathy, creating a powerful combination of skills. However, these skills cannot be fully utilized unless the CEO and other C-suite members provide active support and empowerment to the HR team.
Effective leadership accountability involves setting clear expectations, providing the necessary resources and support, and being willing to address and rectify misalignments promptly. It is not about finding scapegoats but about fostering a culture of continuous improvement and mutual respect. By embracing this level of accountability, CEOs can ensure that their vision is not just a statement but a lived experience within the organization, driven by a cohesive and empowered HR team. In doing so, we not only begin to change the narrative around HR, but we also unlock the immense value that has been trapped within our organizations for far too long.
Patricia Goodwin-Peters
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