Sometimes I ask myself why I got into HR.
Usually, it’s as I’m studying for the Society for Human Resource Management Certified Practitioner (SHRM-CP) exam during some downtime, trying to keep myself focused, that I ask why I chose such a specific concentration.
It’s when a person walks in my door in crisis that I’m reminded – it’s for the people.
My passion is supporting people at whichever phase they are in the employee life cycle. I’ve counseled moms who have made the difficult decision to resign in favor of being a full-time parent. I’ve helped staff file for leaves of absence to care for sick family members in other countries. I’ve resolved conflicts between staff and their managers so they can have a more productive working relationship.
Despite all these challenges and opportunities to “show my stuff”, there are still quite a few things I was not prepared for. Allow me to share my insights from my first couple of months on the job in Human Resources.
Some people have no idea what HR does
I say this with the utmost respect, but holy smokes do we get some doozies. From managers putting their foot in their mouths to staff asking us if we have a policy against bringing wild turtles from the outdoors – I’ve seen a lot.
This could be why organizations have HR present during company orientations. It is important to put a face on HR and explain what we’re here for. And more importantly – what we’re not here for.
Yes, we process all that boring new hire paperwork and help you with your benefits enrollment. We make sure you complete the required compliance training so you’re not inclined to grope a buttocks at the water cooler. (We have training for that!)
HR is not in the business of having coaching conversations with staff when managers don’t want to have difficult conversations. We do provide coaching to managers and support them to deliver feedback, but we are a neutral party, not the disciplinarian.
We do not advise you on whether you should write someone up. Managers should be making those decisions based on the frequency of conversations regarding policy violations (being late for example). The aforementioned “turtle policy” inquiry came with an ask about writing the staff member up. My question: How often have you had conversations with said staff member about bringing wild turtles into the building? None. OK, then it’s probably safe to just ask them to relocate it to its swampy haven and move on with your day. No visit to HR needed.
There is a lot (and I mean A LOT) of paper-pushing
HR is an administrative role, but the sheer number of forms we have is staggering. Need to update your tax withholding? We have a form for that! Got a promotion? Sign here. Taking a leave of absence? Form!
Not to mention the files. So. Many. Files. HR is required to keep a hefty personnel file on every staff member and retain it for the duration of their employment, plus 7 years beyond that. This is a lot of paper. We keep doctor’s notes, write-ups, new hire paperwork, benefits enrollment forms, etc.
Now, part of this can be handled electronically by the HR information system (HRIS), but this gives you an idea of how much information is handled by your HR team. Be kind to us. We could be suffocating under a ream of employee shenanigans.
HR’s job is to reduce the organization’s exposure to risk
Little did I know I’d be wearing a lawyer hat in this role! One of HR’s biggest responsibilities outside of employee management is mitigating risk. We ensure that the company is abiding by employment laws and isn’t open to any claims of discrimination or harassment. It’s our job to make sure we stay on top of changes in laws that affect the workforce and that these are implemented in a timely and appropriate manner.
A great example can be found in managing staff performance. It’s important to ensure that staff are held accountable for following company policies and that failing to do so is treated consistently across the board. We wouldn’t tolerate one employee’s constant tardiness, but then write someone else up who does the same thing. What if the person who got written up has a disability? Or is part of a minority group? Now the company is open to a lawsuit for discrimination, which has reputational and monetary costs. Every time something happens, we must consider the legal angle to ensure we are on the right side of the law. And ultimately, this is good for both the company and the employees.
While many of these things came as a surprise to me, they aren’t a deterrent to having embarked on this incredible journey into the world of human resources. I’ve discovered that my emotional intelligence makes me an ally to many of the staff I support. People have opened up to me about very personal things, and I take that as a sign of trust and confidence.
After all, the first word in “human resources” is human.
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