HR’s Dinosaurs

I have many friends and colleagues who work in HR. So, when I saw the title of John Sullivan’s recent article (“HR’s Dinosaurs”) in “Workforce Management” I braced myself.

Sullivan begins the article by asking, “Why do we still have HR generalists?” He describes HR generalists as “hand-holding, silo-building, no-change agents who serve as barriers to HR having a measurable business impact.”

Professor Sullivan goes on to add that HR generalists are “gatekeepers,” “fierce defenders of their turf,” and resistors of measuring results, and guilty of making their jobs so “vague and convoluted that no one could possibly come in and make a case for streamlining the function.”

While each of Professor Sullivan’s accusations deserve attention, I believe there is a bigger issue here for HR generalists (and in-house HR specialists for that matter). HR professionals are perceived as adding little value to the organization. I have read many articles recently about HR professionals becoming strategic business partners. That simply will not happen until HR professionals can bring higher perceived value to the strategic planning table.

If you are an HR professional, do you know enough about the business of your organization to add strategic value? Sullivan’s article may sound harsh (and my question may sound harsh), but Sullivan’s comments accurately describe senior management’s perception of HR in most organizations.

We must continually ask ourselves, “How am I adding value?”

For more resources on organizational and individual effectiveness, check out my newsletter archive on the free stuff page of my website www.mikebeitler.com or read my book, “Strategic Organizational Change.”