HR still has to explain what HR does

When I’m listening to HR leaders, as a coach and in workshops, I hear different experiences of this challenge.

Some business leaders ‘just’ want HR to resolve issues. This earns some quick credibility, but as a problem-solver rather than as a strategic partner.

Others come to HR with their business strategy fully formed, too late to contribute and therefore leaving HR in catch-up mode.

As we work out ways forward, there’s often a common theme. HR still has to explain what HR does, how it relates, and therefore why strategic partnership delivers the best results.

In my last HR role, leading a European HR team, I decided to ‘reboot’ relationships with business leaders – to go back to base, remove assumptions.

It felt like a) asking dumb questions about what they did, and b) stating the obvious about what HR does.

But it’s the best thing I ever did.

In fact, ‘dumb’ questions are incredibly powerful when positioned well. For example, ‘I know that we talk regularly, but I want to make sure that I truly understand how your part of the business works and what’s most important to you. Let’s schedule a meeting to just focus on that.’

Then, giving the ‘obvious’ information becomes incredibly helpful – a kind of recap and re-orienting of the messages about how you and HR can contribute at a higher level and add more value.

Strategic alignment with the business can be built conversation by conversation, as well as in the boardroom.

What’s your experience of this?