BUT HR WANTS IT THAT WAY!

How much easier this sentence makes the manager’s job at some moments. Or so it seems at that moment. I have had the opportunity to work in the HR realm for many years to know that human resources desks witness requests and even complaints much more than appreciation and thanks. It was a sentence I heard indirectly or directly many times; “But HR wants it that way!”. We can guess what happens before “but” in the sentence; “It feels wrong to me too, but…”, “Actually, I wouldn’t want it to be like this either, but…”, “Whatever if it was in my authority, but…” and so on. 

The situation is a little different for managers who have added the HR hat to their management approach. In addition to questioning and abundant analyses, this sentence does not come out of the mouth so automatically in leaders who know their team as part of their leadership stance, have a high awareness of the employee, and make HR practices a part of the daily flow rather than a necessity. In management cultures that make the HR function a part of their leadership, things get a little easier.

An important issue that has been discussed for many years is the need for managers to carry an HR perspective at least as much as an HR professional. We now know well that productivity and continuity in business results are only possible by recognising, guiding, motivating and being aware of the capabilities of the workforce. 

In company cultures where HR practices make a difference in terms of both productivity and motivation, we see an effective management approach at every stage of career management steps starting from the recruitment process (even practices such as company promotions, career days, internships and talent camps). The more knowledgeable and well-informed managers are about HR strategies and practices, the more competent and authentic their handling of questions and problems will be.

One of the moments that undermine credibility, consistency and trust in the eyes of the employee is when the manager conveys the information or decision to the employee like a messenger. In fact, there is a flow of questions going from ear to ear to HR and the answers returning; the employee starts to experience a kind of crisis of confidence by questioning the impact of his/her manager, his/her perception of himself/herself, HR’s ideas about him/her, his/her performance and his/her future. And as we all know very well, while it takes a lot of effort and time to build trust, it is easier to destroy it. 

In order to establish a strong and effective HR approach, it is as important for HR to include managers, provide them with information, improve their management skills and invite them to actively participate in the processes as it is for leaders to take ownership of the issue. Seeing the management level only as an implementer will make it very difficult for HR to achieve its goals in the medium and long term. 

Dave Ulrich, while defining the transformation HR is going through with his “Model of the Roles of Human Resources”, emphasises HR’s strategic role, being a business partner rather than a controller, long term oriented, proactive, solution-oriented and consultant. (Dave Ulrich, Human Resources Champions 1997) While all this transformation makes it inevitable for HR to get closer to business dynamics, it also emphasises the need for leaders to have more control over the HR world. 

Increasing employee loyalty and belonging is only possible through the co-operation of all components. No one part is more or less important than the other. Determining strategies, defining and sharing common goals, designing, explaining and implementing improving practices are only possible if there is a correct interaction between senior management, HR, management levels and employees.

According to the results of the employee engagement survey conducted by GALLUP in 2019, four main characteristics stand out when analysing the institutions with high development.

– Culture change starts with the ownership of the CEO and senior management and is clearly observed not only in discourses, but also in the behavioural patterns of the management team and in daily life.

– Managers recognise the strengths of their team members as part of a “coaching” culture, not a “bossing” culture; they are able to establish the relationship between engagement, performance and development.

– An effective HR team and a strong communication network encourage the sharing of successful practices.

– Expectations and purpose are clearly defined, a culture of appreciation is widespread, and authority and responsibility are given to managers with a focus on increasing team loyalty.

When I think about the periods of change in the corporate world, I remember how much managers who have a high awareness of HR issues, have a good command of the practices and can define the expectations of their employees, observe the needs and develop solutions contribute to the decision-making and implementation processes. A real culture change is only possible if there is sincere cooperation between HR teams and managers.

In the light of all these, the two elements that will make them stronger in the dynamic structures of institutions will be managers with high leadership skills who follow their team as well as their business results, understand their needs, can take timely and appropriate actions with effective feedback approaches and strong dialogues, and HR management with the intention and confidence to add these skills to them. Trust in management staff is one of the important factors that strengthen the trust and belonging of employees to the organisation.