HR Function : Old Myths Vs New Realities

I recently came across a HR Manager who wants to implement a OD intervention in his organisation. His approach was to include all key staff in the exercise, which is a genuine appreciable virtue. But during our interactions i noticed that the entire OD intervention was designed on a flimsy functional foundation. The program was designed with no clear parameters / boundaries designed with in which employees can contribute. The employees were not coached / hand holded to maximize the clarity of their contributions and are left to open interpretations on various issues. I was deeply concerned as these employee's contributions will be fundamental to success and can significantly affect HRD / Compensation policies. If adequate care is not given this exercise is going to be yet another example of GIGO(Garbage In , Garbase Out) principle.

I got furious when I heard him say "We want to give opportunity every one to contribute" and I will take care of assimilating some useful information out of the resulting garbage. Potentially such an attitude results in imposing will of a single individual / HR team on the exercise than using the actual staff contributions.

It is a genuine virtue to allow your employees to contribute ideas on issues affecting them, but that should be done on top of a solid functional foundation and unwavering guidance to ensure those contributions are valued and used. You donot become a "rainbow creator" just because you say "you want to involve everybody", you become one if and only if "You engage these employees with in a framework, get them to lap around it and thereby increase the understanding of their jobs and ultimately their performance".


One can as-a-matter-of-factly say HR function traditionally has spent more time professing than being professional. The HR function has been plauged by myths that keep it from being professional.

I would like to Quote David Ulrich on Old Myths & New Realities for the HR Function

I- Old Myths:


1. People go into HR because they like people.

2. Anyone can do HR.

3. HR deals with the soft side of a business and is therefore not accountable.

4. HR focuses on costs, which must be controlled.

5. HR's job is to be policy police and the health-and-happiness patrol.

6. HR is full of fads. 7. HR is staffed by nice people. 8. HR is HR's job.


II- New Realities:

1. HR departments are not designed to provide corporate therapy or as social or health-and-happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable.

2. HR activities are based on theory and research. HR professionals must master both theory and practice.

3. The impact of HR practices on business results can and must be measured. HR professionals must learn how to translate their work into financial performance.

4. HR practices must create value by increasing the intellectual capital within the firm. HR professionals must add value, not reduce costs.

5. The HR function does not own compliance-managers do. HR practices do not exist to make employees happy but to help them become committed. HR professionals must help managers commit employees and administer policies.

6. HR practices have evolved over time. HR professionals must see their current work as part of an evolutionary chain and explain their work with less jargon and more authority.

7. At times, HR practices should force vigorous debates. HR professionals should be confrontative and challenging as well as supportive.

8. HR work is as important to line managers as are finance, strategy, and other business domains. HR professionals should join with managers in championing HR issues.