Beyond the HR Curtain

As HR professionals, we often find ourselves struggling with a troubling phenomenon - the HR front. This is the tendency to present a facade, a persona that is vastly different from our true selves, when interacting with employees and managing HR-related processes.

The HR front manifests in various ways. We may engage in perfectly pleasant conversations with HR colleagues, only to adopt a completely different attitude and approach when it comes to actual casework. Our language becomes convoluted, our manner confrontational or passive-aggressive, even when the situation does not warrant such a response. This tendency to put on a show, to become a different version of ourselves, creates a disconnect that erodes trust and undermines the very purpose of our role.

The parallels to the Wizard of Oz are hard to ignore. Just as the all-powerful wizard was revealed to be a mere mortal behind the curtain, we in HR must strive to remove this facade and present ourselves authentically. We need to be approachable, relatable, and transparent in our dealings, rather than projecting an image of control and authority that we may not truly possess. The key to shedding this HR front lies in three crucial steps. Firstly, during any HR process or investigation, we must be willing to turn to the most important sources of information – the employees themselves. By actively listening to their perspectives and experiences, we can better understand the nuances of the situation and chart a path forward that is truly aligned with their needs and concerns

Secondly, when faced with ambiguity or uncertainty in our instructions, we must not hesitate to seek guidance from the employer or the manager who has tasked us with a particular matter. Acknowledging our limitations and asking for clarification is a sign of strength, not weakness. Lastly, and perhaps most crucially, we must be proactive in seeking external advice and validation before embarking on any major HR initiatives or processes. By running our strategies and proposed actions past trusted colleagues or industry experts, we can ensure that we are on the right track from the outset, rather than risking missteps and unintended consequences down the line.

By embracing these three steps, we can begin to chip away at the HR front and cultivate a more authentic, transparent, and employee-centric approach to our work. This not only benefits the individuals we serve but also strengthens the reputation and credibility of the HR function as a whole.

It is time to let go of the fear, the insecurity, and the need to project an image of infallibility. Instead, let us embrace our humanity, our willingness to learn, and our genuine desire to support and empower the people who are the lifeblood of our organizations. Only then can we truly transform the HR landscape and become the trusted partners and strategic advisors that our organizations so desperately need.

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