Subscribe
Follow Us
Great HR is Invisible Because Great HR People Like It That Way
Jul 21Editor’s note: This is the second in a three-part series titled “What’s Right with HR.” The first installment asserted that Great HR is Invisible. This series was written by a real, live senior HR executive in a company that all of you know. Because great HR is invisible, I’ve let the person write this article anonymously. Those of you who in are HR and have to deal with internal lawyers and PR people will understand. Q.E.D. –-Frank
Great HR is invisible. But it’s everywhere. It’s there when managers do the right thing, when businesses perform, and when innovation drives new products and services and growth. Great HR is invisible because Great HR people like it that way.
How many CEOs of the biggest, most successful companies in the world came out of HR? I’m not talking about the ones who did the occasional obligatory development role –- I’m talking about those who chose HR as a profession. Truth is, not many. And I think that’s ok. Because business isn’t about HR. Business is about business. Great HR people know that our job in HR is to help drive business success. Period.
Great HR people never, ever forget that the reason we exist is to help our managers and employees achieve greatness. That’s it. Great HR people are there, every day, pushing leaders on the business need for change, coaching managers on improving teamwork and their ability to recognize and reward performance, and finding great talent that the business needs to win. The thing is, when Great HR happens, HR doesn’t get the credit. And that’s how it should be. If you’re looking to be center stage, stay out of HR. We’re the ones behind the scenes, the ones whose greatest moments are lived through the success of the people we support.
But making our leaders successful doesn’t mean becoming subservient. Many, many HR people “go native” -– they lose their objectivity and do whatever their business leader wants. That’s the worst kind of HR.
Great HR happens when HR people use their influence to ensure outcomes are in the best interests of the company, its shareholders, its leaders, its employees, and its communities. And sometimes that means taking positions that are not always popular.
Next: How Great HR people help great leaders create great companies.
Comments
Leave a Reply
Featured Product
Social Media
Flickr
Guest writer, you nailed it! I couldn’t agree more. It takes a certain type to buy into this way of practicing our craft. At the end of the day we need to ask ourselves, “Did we help make someone better at their job? Did we provide appropriate counsel? And did all these efforts help the company to be better? And did we do it under the radar?” Those are the questions we need to be asking – everyday.
I totally love this series and so much of it nails the essence of HR. This doesn’t resonate with me, though.
How many CEOs of the biggest, most successful companies in the world came out of HR? I’m not talking about the ones who did the occasional obligatory development role –- I’m talking about those who chose HR as a profession. Truth is, not many. And I think that’s ok. Because business isn’t about HR. Business is about business. Great HR people know that our job in HR is to help drive business success. Period.
Every position in the organization should drive business success, or the position shouldn’t exist. I think HR professionals don’t become CEOs because we don’t focus on our own personal development. We doubt our ability to innovate. We don’t take risks. We are often an organization staffed with women, and let’s not overlook the gender piece.
Otherwise great stuff.
@Laurie….thanks for stopping by….always great to hear your perspective…everyone is in biz success, that’s for sure. Otherwise, go home!