In an attempt to remain relevant in an economic environment which puts less weight on the value of the human resource, HR migrated to a mode of so called “business partnership”, and the idea itself and its implementation has turned into a fatal mistake.
The meaning of this business partnership has been to subjugate “representation” of the human resource in decision making in exchange for a “higher and more elevated” role of ensuring that the management of the human resource is “aligned” with the needs of the business.
The HR “business partnership” absolved HR from “protecting” and lobbying for the human resource, because the HR business partnership co-opted the HR function and defanged it. This so called partnership has robbed HR of the necessary credibility to do its role.
This HR business partnership reminds me of a Chief Financial Officer who misleads the Board and Investors because he is the CEO’s business partner. Clearly, there are some CFO’s who have gone down this road, having made a mockery of their profession. However this deception is not the espoused religion of the CFO. In the case of HR, business partnership has led to abandoning the people for the numbers. In parallel, many very skilled HR people were replaced by a generation of mindless technocrats whose expertise was sycophancy.
As the so-called HR business partnership became more real, the deception became more evident, as is witnessed by the growth of wow-wow-ism which focuses on making sure that things are fun. HR communication became sloganeering, reminiscent of the old communist newspaper which praised the socialist reality and ignored the breadlines.
HR became a profession deeply mistrusted and hated by the workforce.
What has happened in this country in the past few years is no surprise. Massive unionization has come to haunt the HR business partners. These powerful unions have sprung up overnight in finance, mobile communications, high tech, insurance and even in large taxi companies.
The new unions have pounced on the emptiness and perceived treachery of the “HR business partnership”, and have provided an alternative, seen by workforce as far more reliable.
This change has pushed HR into a far worse position than they have ever been, ie-HR becomes the isolated so-called business partner of the CEO and the Union becomes the voice of the employees.
CEO’s need people next to them who talk numbers, talk sales, talk marketing and talk people. Not HR business partnership. And if HR does not get it, the unions do.
I always tell my clients that it is better to deal with an empowered HR manager who represents the people lobby, than a union steward. Few have listened; many are learning the hard way.
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