HR does NOT support — we LEAD.

Rethinking the Role of HR: Why Everyone in Business Should Own Performance, Innovation, and Culture

Recently, out of curiosity, I asked ChatGPT, “What do CEOs believe the role of HR is?” One statement that stood out was: “HR uniquely focuses on leveraging human capital to optimise performance, innovation, and culture.”

Honestly, I was disappointed. In my view—and I recognise not everyone shares this—it’s a perspective rooted in traditional organisational structures where HR is seen as the guardian of talent, culture, and employee engagement. But in today’s fast-paced, complex business environment, I believe this view is outdated, and I want to challenge it!

The Limitations of a Sole Focus on HR

When the responsibility for cultivating performance, fostering innovation, and shaping culture is assigned solely to HR, it creates a siloed mindset. This inadvertently suggests these critical drivers of success belong exclusively to HR.

WRONG!

What happens then is that other functions—though directly involved—may feel disengaged or relinquish their accountability for shaping the organisation’s culture and performance. They might think, “That’s HR’s job.” But culture isn’t created by HR alone, and performance isn’t the responsibility of a single department.

Furthermore, rapid advances in technology, shifting market dynamics, and evolving workforce expectations demand a more balanced and integrated approach. The most resilient organisations are those where leadership at all levels actively participate in shaping a shared vision—rather than relying solely on HR to produce, implement, and drive initiatives.

Why Should Everyone in Business Own These Areas?

The truth is, every individual in the organisation has a stake in performance, innovation, and culture. Leaders and managers influence motivation, collaboration, and the work environment daily. Employees contribute ideas, shape work processes, and embody organisational values—after all, what is culture if not the interactions of people and the norms that emerge from those interactions?

Crucially, this also means that HR professionals need to change how they behave. When in HR, there’s a risk of becoming absorbed in the organisational narrative that’s being created—sometimes aligning too closely with existing perceptions and leaving little room for challenge or independent thinking.

The power of a great HR team lies in maintaining a balanced, independent approach: executing their strategic role whilst remaining critically engaged, not becoming part of the problem. HR must avoid being swept into narratives that hinder innovation or obscure issues. Instead, HR professionals should be proactive, strategic catalysts who build deep partnerships, foster shared accountability, and advocate for genuine organisational change.

The ability to maintain this balance—driving change without losing independence—is what distinguishes effective HR teams in today’s environment.

The collective ownership of performance and culture across all levels cultivates shared accountability. This approach accelerates innovation, enhances agility, and creates a more authentic, resilient organisation.

Repositioning HR for a New Era

That said, HR still plays a vital role—but it must evolve. Rather than being the sole custodians of culture and performance, HR leaders should become strategic enablers, coaches, and catalysts. Their expertise can be harnessed to develop tools, frameworks, and leadership programmes that empower everyone to contribute meaningfully.

This shift is not just an evolution; it is an exciting opportunity for HR. It’s a chance to move away from the perpetual quest to prove the value of the function and instead redirect that energy to actively shape and drive organisations—and their people—towards greater success. This is a moment for HR to step into a more strategic, impactful role, fostering an environment where the focus is on real results and shared growth.

Personal Note

This is precisely why I am proud to be an HR professional. I believe that our function—and the professionals within it—are uniquely placed to make a real difference that truly sets organisations apart. The impact HR can have on shaping organisational culture, enhancing performance, and fostering innovation is profound. It’s a role that comes with great privilege and responsibility, and one I am honoured to fulfil.

This journey of evolution excites me because it reinforces that HR’s true strength lies in action, strategy, and the courage to challenge the status quo. It’s a role that can define the future of work—and I am proud to be part of that.

Conclusion

In my opinion, the days of viewing performance, innovation, and culture as HR’s exclusive responsibility should be over. The future belongs to organisations that recognise these elements as collective priorities. Leadership at every level must step up and take ownership—creating a genuine culture of shared responsibility.

And for HR professionals: your role must change accordingly. To succeed in this new paradigm, HR leaders must adopt new mindsets and behaviours—moving from gatekeeper to proactive change-agent and strategic partner, whilst maintaining their independence and critical perspective.

This is an exciting evolution for HR—one that offers a unique opportunity to influence greater organisational and people success. It’s time to break down silos, rethink traditional roles, and build organisations where everyone actively contributes to their collective success.

Together, we can shape a future where HR is a catalyst for real change—driving performance, fostering innovation, and cultivating culture at every level. And I am proud to be part of this journey.