Often, business owners or company directors wonder why their HR function is not working as they think it should and why they are not getting what they expect from HR.
The answer to this question is not simple at all and is usually a combination of several factors:
- The HR function is sometimes understood in business to be much less than what it actually is
*The HR function should do much more complex strategic work than hiring and work contracts, as it is sometimes perceived in business - Sometimes much more is expected from the HR function than is possible in reality
*The HR function should offer a framework and quality tools for leaders, and not manage their teams, which is sometimes unjustifiably expected from HR - Business owners and company directors are sometimes not fully motivated to have the HR function in its strategic form
*The HR function that is strategically placed has integrity and challenges the status quo in the company, not bypassing anyone to the very top of the company - Company management is often not ready to accept the HR function in its full form
*serious HR encourages management to develop, because in order to develop others it is necessary to develop yourself first, and developing yourself means getting out of your comfort zone - HR professionals sometimes do not have all the competencies that are necessary for the HR function to do everything it should and in the way it should
*HR professionals sometimes stay at the level of skills they have, but the ladder moves up every day, it needs to be reached and transferred
And how to overcome what is holding us back so that HR works properly?
The recipe is simple:
- first identify what is holding you back
- then start planning to solve it
- don't give up at the first obstacles
- follow the result
- celebrate success when results are established
A recipe for a dish may sound simple, but its preparation requires serious skill – same as here!
