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October 27,
2003
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The Four Roles of Human
Resources
This
Astronology
article is contributed by Peter Loomis, SPHR. Peter is
Managing Consultant of Loomis Associates, Buffalo, NY. Peter
can be reached at
pclhr@earthlink.net.
When you mention human resources to anyone, you'll likely
get a variety of reactions. Human Resources Management (HRM)
seems to be one of those quasi-professions populated by
practitioners from diverse backgrounds that is usually
defined by individual experience or expectations. Some view
the function narrowly; as a necessary evil or cost center
that exists to hire, pay, and fire employees, and which
hopefully keeps government regulators at bay. At best, it's
viewed by senior management as a soft skill.
Others take a more expansive view, assigning additional
responsibilities for organizational development, employee
communications, leadership development, and training, among
others. The evolution of functional names over the years
adds to the confusion: industrial relations, personnel,
employee relations, and now human resources. Then there are
the newer additions to business jargon: human capital,
people systems, or human assets.
The truth of what constitutes the core functions of HR is
further shrouded by all the secondary responsibilities
usually assigned to this catch-all department: cafeteria and
vending, security, company cars, parking, the softball team,
first aid, and - at one hospital I worked for - pastoral
care and infection control.
The definition of HRM is determined by the roles the
function is expected to serve within the organization. There
are only four HR roles that apply in any organization:
- Compliance enforcer
- Management advocate
- Strategic partner
- Employee advocate
The first two we've got down pat. We've just begun making
inroads on the third, and still can't seem to get a handle
on the fourth.
Compliance: Most
HR practitioners will agree that our role as the employer's
compliance officer is well established and understood. Not
that it's easy keeping track of all the changes in state,
federal and local laws and regulations, nor translating them
into policies and practices that keep the regulators from
our door. Add to this the increasing emphasis on taking
preventative measures to forestall, or at least mitigate the
effects of, employee complaints of harassment, wrongful
discharge, or discrimination.
Enforcement and development of internal or corporate
policies are subsets of this risk management role.
Obviously, organizational governance depends on the uniform
application of policies, practices and procedures. This
falls mostly to the HR department.
The role of compliance officer will become even more
critical in the foreseeable future. Though theirs are
generally reactive roles, HR professionals will increasingly
have to rely on proactive solutions.
Management Advocate:
As part of the management staff, the HR department is the
point of interface between management policies and
employees, charged with communicating and interpreting
management dicta. This traditional function of the
department serves as an extension of the compliance role by
interpreting and communicating management policy.
The movement toward open-book management puts more emphasis
on this role as greater employee empowerment relies on
increased sharing of information, much of which is
coordinated through HR procedures.
Strategic Partner:
HR is not generally given much thought until something goes
wrong. A complaint is filed: defend it. Jobs have just
opened up: fill 'em. Absenteeism is on the rise: step up
discipline. The movement to include human resources
management in the strategic decision-making process is a
relatively new phenomenon, and represents the early stages
of the evolution of the HR function. Few organizations have
yet granted this recognition.
This new role brings additional burdens and
responsibilities: to be aware of changes in the external
environment that will impact the organization; to offer
appropriate strategies and procedures to anticipate change;
and to provide regular feedback that helps steer strategic
planning. A whole new set of skills and perspectives will be
required of HR practitioners.
Employee Advocate:
This role is practically nonexistent in many organizations;
it's the most difficult of the four to realize. After all,
it does seem to be a direct contradiction to serving as the
management advocate. It's an uncomfortable conflict that
most practitioners choose to avoid. Many have learned the
hard way that less-than-enlightened management frowns upon
this role.
Still, it's a role that must be accepted, since it directly
impacts the other three. The value of communication is lost
if it's only one-way. By recognizing this role and using
HR's unique position as the interface between management and
employees, we can close the communications loop. Employee
advocacy fosters trust and credibility in the relationship.
If employees need someone to speak for them, and HR won't do
it, who will? You guess! It is often the absence of someone
representing the workers' interests to the decision-makers
that is cited as prompting interest in a union. Employee
advocacy in a union environment admittedly has some legal
and contractual restraints, but it can still be realized.
The four basic roles for HRM are interrelated and mutually
supportive, not contradictory, as is often the impression.
Success rests in fully accepting all four and striking the
proper balance among them, as none can be fully actualized
absent the other three.
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Copyright 2007, Astron Solutions, LLC
ISSN Number 1549-0467
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