Meat, Potatoes, and HR

When my daughters were kids, our family visited a newly opened neighbourhood restaurant.   It had a “cowboy” theme and promised great food in a family-friendly environment, fun for all ages.  The staff was clad in jeans, shirts with bandanas, cowboy boots, and – of course – ten gallon hats.  We were quickly seated and introduced to our server.  She gave us our menus and bread for the table, and then disappeared. 

About ten minutes later and without warning, the lights dimmed.  A voice over the loud speaker announced to one and all that we would be treated to a special performance.  When the lights came back up, country music blared and all of the servers – including ours - began to line dance.  They were all incredibly talented. Our kids were enthralled, hooting and hollering encouragement to their new “friend”.  The show lasted about five minutes and our table gave the performers a standing ovation. 

 About ten minutes later, our “star” reappeared.  She took our drink orders and because the kids were getting a bit peckish, we asked for our appetizers at the same time.  And then we waited.  Five minutes turned to ten; ten to twenty.  Then … the lights dimmed.   And the performance started again. Afterwards, our table applauded politely.  Then we waited.  Eventually, our server told us that our appetizers were on their way and she provided us with more bread.  And we waited.  Fifteen minutes later, the lights dimmed and the cycle re-started.  This time, our table didn’t applaud.

 Our “magical dining experience” had turned into something very different.  We eventually did get our meals, but our evening was marred because this establishment focused on something other than the basics.  We had gone for the food, not for the entertainment, and we all left dissatisfied - even though we had been treated to something special.

 I believe that some HR departments fall into the same trap.  In my view, the true value Human Resources provides our organizations is three-fold: to recommend strategic people initiatives to senior management and implement them effectively, to provide wisdom, guidance and advice to all staff in navigating the issues that ultimately arise between people, and (in a non-union environment) to represent the employee perspective at the management table. 

 Many HR groups provide free bagels and fixings to their staff every morning, conduct  “lunch and learns” about healthy living habits and other lifestyle issues, throw magnificent social functions, and organize charitable events raising funds for great causes.  On the surface, these activities seem like they would contribute to a work environment that people desire.  Sometimes they do.  But too often they don’t, and, at times, they actually backfire – much like our family’s experience with the dancing cowboys.  These activities, while initially welcomed, become a symbol of false promise.  Why?  Because the basics are missing.

 Good HR groups firstly focus on the business.  Performed effectively, the function helps people to grow and develop, to act on their own with a minimum of interference, and to make a difference to something they truly believe in – the key factors in employee engagement outlined in Daniel Pink’s book Drive.   And they strive to compensate people fairly for the competencies they provide and the work they perform.  No one wants to be undervalued.

 Magical HR groups do it all, and in their companies, the function is viewed as the legitimate and critical business contributor it should be.  Those that focus too much on the “extras” at the expense of the business, or those that mire their organizations in procedural straight-jackets without critically thinking about what is truly important, are viewed somewhat less affectionately.

 At the core, we don’t join our organizations for the lifestyle lessons, just as we don’t go to restaurants for the song and dance.   They may be nice.  But we actually go for the meat and potatoes (or the vegan friendly, organic kale salad – depending on our predilections).