Nigel Paine explains why trainers need to recognise HR as their best friend in order to achieve their aims in this letter to L&D.

It is almost exactly five years since ‘Fast Company’ – the US-based business magazine – published its seminal article by Keith Hammonds, its deputy editor, called: ‘Why we hate HR.’ He wrote it as a direct reaction to attending a strategic HR conference in Las Vegas. Hammonds argues that after 20 years of rhetoric claiming that HR is a strategic partner helping to run the business at the highest level, ‘HR people are, for most practical purposes, neither strategic nor leaders.’ And the reason we hate HR is that the gap between claim and reality is so stark we have lost respect for the function that is still buried in what he calls ‘administrivia’. HR, he claims, consistently over-promises and under-delivers by failing to step up to the mark.

There was also a more a recent article in the Harvard Business Review entitled ‘Why we (shouldn’t) hate HR‘ which addressed these HR and organisational issues.

It is easy for the L&D professional to act superior and avoid all eye contact and beg to report elsewhere in the hierarchy other than into HR. But if we read that article carefully, we had better be extremely reluctant to throw the first stone. The HR mud sticks just as well to the L&D wall. So how do you avoid the pitfalls that Hammonds so eloquently elaborates upon? There are some guidelines that you should note.

Remember you are an inescapable part of the people business: an individual employee does not care which section recruited, inducted, trained, developed, promoted and extended her. She just wants it to happen, and happen seamlessly. HR is your partner. When HR is great, it is so much easier for you to be great. You have the same aims, just different means.

Nigel Paine is a coach, mentor, writer, broadcaster and keynote speaker of international acclaim. He is currently working in Europe, Brazil, the US and Australia on a variety of assignments, that hinge around making work more creative, innovative and aspirational and making workplaces more conversational, team-based and knowledge sharing. You can read his blog at www.nigelpaine.com or follow him on Twitter: http://twitter.com/ebase

This article first appeared on HRzone.co.uk’s sister site TrainingZone.co.uk.

One Response

  1. And what if HR is not great (yet)?

    Not reporting into HR, but directly into the business function our L&D team is helping develop (in our case: sales), strongly supported our results-orientation & business partner approach. Much more so, than reporting into ‘not yet great’ HR would do.

    IMHO, a matrix organization would be the best choice, linking functional L&D units with both HR & their respective business function. This would ensure on one hand a clear understanding of the function & their key success drivers and on the other hand close alignment of initiatives across all functions.

    HR should have the helicopter view in this scenario, providing direction for the overall company culture and amalgamating needs & initiatives of different business units & functional L&D teams into one mutually supportive whole. Reality is far from that. HR still often is ‘policies & procedures’ and not ‘business outcomes’. But hope springs eternal…