Tuesday, June 07, 2005
Administrivia
The problem is that HR sees itself as an administrative body. HR thinking is that if all the forms are filled out correctly, that policy is followed, reports are on time, and guidelines are met, HR is doing what it's supposed to do.
It's a problem because administration, while necessary, isn't a big value-adding activity. It's a smaller one. HR is charged with taking care of the workforce. In fact, they are in a position to make a big difference in the quality of the workforce (through recruiting) as well as the welfare of the employee base. Unfortunately, the administrative status quo reigns supreme and the same old administrative emphasis continues as the primary value HR tries to add. Given their position in an organization, HR could make a company spectacular. But they satisfy themselves with filling out forms and making sure everyone's ass is covered.
Yes, it's important to have payroll on time, benefits in shape, and everyone treated fairly. But those are baseline behaviors. They are not amazing feats and the department is in position to accomplish great things. It's time they reared up on their hind legs and tried. While they continue to focus on administrivia they are doomed to be eunuchs in the corporate harem - in position to make a difference, but inadequate to the task.
It's a problem because administration, while necessary, isn't a big value-adding activity. It's a smaller one. HR is charged with taking care of the workforce. In fact, they are in a position to make a big difference in the quality of the workforce (through recruiting) as well as the welfare of the employee base. Unfortunately, the administrative status quo reigns supreme and the same old administrative emphasis continues as the primary value HR tries to add. Given their position in an organization, HR could make a company spectacular. But they satisfy themselves with filling out forms and making sure everyone's ass is covered.
Yes, it's important to have payroll on time, benefits in shape, and everyone treated fairly. But those are baseline behaviors. They are not amazing feats and the department is in position to accomplish great things. It's time they reared up on their hind legs and tried. While they continue to focus on administrivia they are doomed to be eunuchs in the corporate harem - in position to make a difference, but inadequate to the task.
Comments:
<< Home
Hi Critic,
A good spot :-) I've added a link to you at HR can’t get no satisfaction (again).
Bruce
A good spot :-) I've added a link to you at HR can’t get no satisfaction (again).
Bruce
# posted by 
: 5:04 AM
: 5:04 AM
As you say, the getting the administrative things right only gives you the opportunity to do the more value adding / strategic stuff. People just expect these things to work so you can't really add credibility here, unless you manage to deliver same or greater performance at significantly lower cost.
Most of the business sees HR as an administrative body, probably because that's what HR sees itself as. You can't be seen as great at admin and great at strategic HR. They're two opposite ends of a scale. What can HR do?
Well first it could disassociate itself from the admin side, potentially by outsourcing this part. They could then refer to it as 'oh, you need to speak to Accenture for that.' You then call HR to do the value adding stuff.
Alternatively you need some way of rebranding the shared-centre type stuff internally, one which couldn't get confused with the HR value adding stuff.
The final problem is that for most of the time, most people in HR need to sit in the administrative part, and that includes the generalists. However, most people in HR want to see themselves in the value adding part.
Maybe the generalist / Ulrich model is wrong? Maybe we, as a profession, need to talk to finance and IT about how they manage it. Both departments have the need to deliver routine stuff most of the time and yet are often seen as value-adding.
Post a Comment
Most of the business sees HR as an administrative body, probably because that's what HR sees itself as. You can't be seen as great at admin and great at strategic HR. They're two opposite ends of a scale. What can HR do?
Well first it could disassociate itself from the admin side, potentially by outsourcing this part. They could then refer to it as 'oh, you need to speak to Accenture for that.' You then call HR to do the value adding stuff.
Alternatively you need some way of rebranding the shared-centre type stuff internally, one which couldn't get confused with the HR value adding stuff.
The final problem is that for most of the time, most people in HR need to sit in the administrative part, and that includes the generalists. However, most people in HR want to see themselves in the value adding part.
Maybe the generalist / Ulrich model is wrong? Maybe we, as a profession, need to talk to finance and IT about how they manage it. Both departments have the need to deliver routine stuff most of the time and yet are often seen as value-adding.
# posted by : 2:16 AM
: 2:16 AM << Home
