Decentralized HR
Gautam Ghosh posted an interesting blog post the other day where he argued that ‘Business managers should actually move into the role of the HR business partners.’ He shared some reasons supporting his argument and the principal being the lack of business acumen from HR’s part.
Great perspective no doubt, but the question remains are business managers eager to assume HR roles [as yet]? Because, last time I checked, we HR pros aren’t held in particularly high esteem. So for this transformation to happen, it will require a massive change in existing mindset.
But without disagreeing with Gautam, I want to view the ‘HR and business’ issue from another angel: rather than HR waiting for business managers to come in with their expertise, why not HR reaches out to business managers and collaborate with them?
There is no denial that in the changing environment HR cannot afford to run in the traditional way. HR needs to evolve. And one way to do this is to decentralize HR activities and collaborate and form partnerships with the rest of the business. This will ensure greater information flow between HR and the business and consequently help to understand each others’ perspectives.
HR must share some of the responsibilities with business managers. Why? First, as we discuss below, line managers assuming HR roles is necessary to make stronger HR impact on the overall business and secondly, this will also condition the business managers for taking more advanced HR business partner roles, if and when happens.
- Line managers are the people who are in direct contact with employees, day in day out. Their knowledge about employees and business are far superior to HR and naturally they are in a much better position to deliver HR deliverables.
- When dealing with people and people processes, there is no ‘one size fits all’ strategy. Business managers know the ground reality and can ensure tailored HR solution.
- Business world is becoming more volatile than ever and changes are rapid. This rapid transformations demand faster and flexible HR services; something very difficult to deliver by a centrally managed HR.
- Efficient implementation of HR strategies is not a one-off event; it requires continuous engagement, monitoring and adjustments. HR can plan and introduce new concepts, but without line managers’ active support and feedback, they won’t go a long way.
- One criticism that HR always face is it’s overly engaged with operational activities and not enough at the strategic end. Thus delegating some of the activities to business managers will assist HR to concentrate on strategic aspects and other value adding functions.
But it’s easier said than done. Selling the idea of sharing HR responsibilities with business managers won’t be easy since they are understandably burdened with other business related functions already. It will require continuous advocacy, job rearrangements and incentives from HR’s part.
To make long story short, HR needs to broaden it’s horizon, interact and share information with others, work in partnership with various business units and thus blur the boundary between HR and non-HR. Hard, but not impossible. Do you agree? What’s your take?
Photo credit: c.a.muller
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