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Advice to HR Generalists
Apr 8It’s become de rigeur in the last last few years for HR generalists to call the group they support their “clients.” It’s the internal consulting model that HR has taken on. No problem so far. But the model has its flaws. Here’s a little advice to HR generalists:
They’re your clients. Advocate for them. Listen to them. But realize that your “clients” are not your bosses. Your job as a “consultant” is to give the best advice you can based on the ethics and principles outlined in your HR strategy. Doing anything less that that, including playing up the “I’m one of you guys” approach, is pandering and the farthest thing from consulting. It’s ineffective, weakens HR, and cheapens your credibility.
About the Author
Frank Roche
Frank started IFRACTAL over 7 years ago with Sarah Chambers. Together, they've created HR communications and HR software for some of the world's leading companies. Frank is also studying Flamenco guitar and origami.
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Powerful words. Thanks.
Agreed deeply. I think this is the tragedy of HR today and why the area is not well positioned as a driving force for change in organizations.
Interesting point! Now, think about a situation/organization context where the HR generalist has a solid-line reporting to the Head of the Business Unit that he/she is supporting and a dotted-line reporting to the Head of HR for the organization. I have come across many such situations. Let us assume that the nature of the role remains same (i.e. providing HR consulting support). But in this situation the nature of client-boss-HR consultant triangle becomes different. How will this kind of a situation impact the line argument/advice given in the post?