HR professionals tell us how to navigate the challenges of maximising productivity while keeping employees happy
The Human Resources Dilemma
Recent news has put the role of the human resources (HR) department - typically regarded as a back-office function - in the limelight. In the US, a group of junior bankers at Goldman Sachs made waves when they disclosed that they were unlikely to stay at Goldman in six months if working conditions remained the same. As reported by the New York Times, a working conditions survey that circulated on social media said they worked an average of around 100 hours per week, with most saying they considered themselves victims of workplace abuse.
In response, Goldman Sachs says that they will be enforcing the “Saturday rule”, which means that employees cannot work from 9 p.m. Friday to 9 a.m. Sunday except in certain circumstances - in a bid to make sure they have at least one day off each week.
Meanwhile, in the UK, Oprah Winfrey's explosive interview with the Duke and Duchess of Sussex, Harry and Meghan, brought up a number of questions - one of which concerns the HR department at Buckingham Palace. According to the BBC, Meghan says, "I went to human resources, and I said, 'I just really - I need help'”, adding that her request was denied since she is not a "paid employee of the institution".
In the same article, the BBC asks a question that perhaps went through the minds of many of us: “Is there really a Human Resources department?” BBC royal correspondent Jonny Dymond says, "There's no HR department for working royals because it's a family affair.” But there is an HR manager for lower level royal staff and the household.
As highlighted in the above cases, HR professionals regularly have to walk a tightrope between ensuring that the business objectives are prioritised - often in high-pressured, exceedingly competitive business environments - and caring for the welfare of the employees. Additionally, HR managers may simply find that their hands are tied due to existing policies that don’t cover all eventualities.
So, if you work in or aspire to work in HR, what can you do to address this fundamental dilemma of the HR role? We asked this question to HR insiders from a range of organisations and industries, and here are 5 of their best tips.
Tip #1. Cultivate strong relationships with higher management
In your role in human resources, one of the most important things you can do is to establish strong professional relationships with the upper management of your organisation.
This excellent advice is offered by Rolf Bax, Chief Human Resources Officer at Resume.io, who says, “It is inevitable that there will be times during your career as an HR professional where you will need to advocate for an employee and there will be a conflict of interest with the company. In these instances, having strong working relationships with upper management tends to give you much more latitude to make concessions and work with and for the employee when it is the right thing to do.”
Tip #2. Maintain a professional distance
In your HR role, you are likely to feel strongly about advocating for employees’ wellbeing and welfare. However, Bax emphasises that HR professionals need to remember that ultimately, they work for the organisation, not the employees.
“It is important for an HR professional to maintain a certain level of emotional distance from the workers they manage and accept the fact that they work for the company, not the employees,” Bax says. “Eventually there will be a situation in which you will have to work against the interests of an employee for the benefit of the company and staying as emotionally disinterested as possible is necessary when doing your job.”
Tip #3. Be transparent
When implementing changes that will affect employees, many of our respondents agree that it helps to be transparent - even when those changes could impact the employees negatively.
“When people are blindsided by a policy that puts the good of the company over the good of the employee, it feels like an attack,” says Bill Harrison, CTO of ComplianceBridge. “Thoroughly explaining the need, benefits, and potential repercussions of an organisational change before enacting it will help employees understand why something is happening.”
Harrison adds, “Inviting employees into the conversation lets them be part of the positive momentum, instead of being unwittingly swept away by it. By listening to the voices of your employees, and actively addressing their concerns, you can demonstrate your respect for them - even if you can’t give them exactly what they asked for.”
Tip #4. Be an agent of change
While the HR manager’s role can be a challenging one, being the person that has input into the working lives of both employees and employers gives you an incredible opportunity to be an agent of change.
“Something I have always tried to do is use my position in HR as a means for change that makes the organisation more human and hospitable to employees,” Bax says. “Diversity and inclusion flow outwards from human resources and if you remember that and make that part of your job and mission, you can help build a company where business objectives and employee welfare are more harmonised.”
Tip #5. Decide on the approach that works best for you
This is obviously a topic on which people have strong opinions. The HR professionals we spoke to have a diverse range of opinions.
For instance, some HR leaders believe that employees’ welfare should be prioritised.
Janelle Owens, HR Director at Test Prep Insight says, “If you are going to compromise on a decision between pursuing a business goal and sacrificing employee welfare, err on the side of employees."
Owen continues, "Richard Branson once said ‘Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.’ It is mission critical that you not lose sight of the fact that your employees are your #1 asset. If pursuing a new business goal and hitting some numbers would come at the cost of employee welfare or satisfaction, my advice is to not pursue that goal.”
On the other hand, there are HR professionals who believe that the team goals should come first.
“Think Roles, Goals, then Souls,” writes Emily Connery, Head of People and Talent at ChartHop. “In approaching organisation planning, we should first consider the goals of the teams we are planning for, then the roles needed to achieve those goals, and finally the people (or souls) we have or need. It is tempting for managers and HR to want to start with the people. We know the people, we care about the people, we want to make sure they all have what they want. But it is actually backward to start there if we want to most efficiently achieve business goals.”
You may agree with either of the above arguments, or you may have a different view. In any case, you should take the approach that works best for you - taking into account its appropriateness within the context of your organisational culture - as that will help you do your job most effectively.
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