Internet authorities tell us that September 26th is National HR Professionals Day!
After spending 19 years as CHRO at Nestle Purina, I want to express gratitude to all HR people for the things that they take care of quietly. The advice given to sick employees struggling with leave; the small disciplinary issues they quietly wrap up; the spats in which they achieve a temporary truce between two talented but fat-headed employees. I could cite many more examples, but you get it. As the kids say, IYKYK. Thank you; you all deserve thanks from your bosses and co-workers, but they’ll never know the extent of the fixing, plumbing and metaphysical wrenching you did. I do.
That work will continue, and if you are a great HR person, you have learned to take satisfaction in those moments. HR jobs, however, have some ugly moments too. Accepting them with forbearance in the disruptive times we live in, is necessary for your own sanity
Beginning with the pandemic and now unfolding before us is an era of fast change and volatility for workers of every kind. HR professionals are needed and necessary, but often resented, ridiculed and even hated. The reasons are well known: from establishing and enforcing remote work policies, setting guard rails for the new “activist” employees and often being messengers of bad news like layoffs, HR getting grief is inevitable.
I’d like to offer a few points of advice for HR leaders at all levels to help you navigate the onslaught of the coming era of AI disruption, and whatever else accompanies it.
Take on the Trust Crisis
Some call the declining public confidence in institutions and leaders of all kinds a “trust crisis”. It is possible to be seen as a tower of strength and credibility in a sea of mistrust. Make that your goal, or even your mantra. Giving bad news will give the angry crowd a reason to hate on you, but don’t flinch. Give the bad news with empathy, take the angry feedback without defense. Look for the trust of those you know make the difference in your organization, and if you can’t get a majority of the rest with you, don’t fret about it as it may be impossible.
Be the Work Engineer
Artificial Intelligence, automation and advanced robotics are on the horizon, and it seems only the timing of their impact is in question. HR Professionals should be leaning into the planning, installation and aftermath of any such technologies. I used to have a deal with the Head of Supply Chain in my former CHRO job that I’d receive ample warning of any full automation hitting our warehouses so that we could help our affected associates transition into different roles and avoid ugly outcomes. I was fortunate in not getting that warning, but such disruptions are assured in multiple industries. Job design, technical training and so called “soft skills” are about to become hot spots that HR should be leading as all functions evolve through the next wave of technology.
Seek Effectiveness, Not Popularity
I opened this piece mentioning the rabbi/priest/counselor role that our best HR leaders play in the workplace. This need for this role will only increase in volatile times. We had a Battalion Chaplain when I was in the army, who had regular pastoral duties on base, but when we deployed, some of his duties were not unlike HR duties, being present and available while providing reassurance and clarity to the troops. Businesses don’t have chaplains (yet) but HR leaders can operate in that spirit. Tell the hard truth but do it with empathy. HR receives emotional anger on a 360 basis; bosses upset about unfilled key roles, peers involving you in their political battles and the rank and file being generally pissed off about wages/benefits and the lousy food in the cafeteria, all of it testing your magnanimity. When I was tested as a CHRO, I sometimes unleashed my Irish temper and biting humor; I wish I’d done less of that in hindsight. An HR pro’s ability to be clinical, methodical and to avoid dithering too long over any one problem will serve them well.
Develop Grit and Resilience
Dave Ulrich, a celebrated HR thinker points to grit and resilience as key factors for HR leaders now and into the future. I particularly like his writing on “managing paradox” or navigating the ever-present stream of contradictions in modern business life: growth vs profit, stability vs change and currently the upskilling of the workforce on AI while managing the downstream employment impact. Dave asserts that strong paradox navigators embrace uncertainty, can explain and clarify complexity and find small steps forward. I believe this may be the best path for HR Professionals to take in the future. Don’t avoid complexity and uncertainty, expect it, get in the middle of it and work with your leaders to unpack it. Bonus points for those willing to develop a great sense of humor along with strong family and friend networks to help you get away from it all regularly. Get in the game, don’t be afraid to mix it up and take your lumps gracefully: then again, isn’t that what the best HR people have always done?
Finally I present to you a clip from the sleeper classic film, Office Christmas party, showing HR Lady Mary, after she’s loosened up a bit (earlier in this movie, she ain’t so fun…). HR friends, be the fun Mary!
