Is all HR the same?
I have had a few interesting discussions with executives recently around problems with the performance in the HR arena. One of the reflections I offer is that we frequently expect someone who has been a great Org Development practitioner to be able to step up to managing Training and Development, HR Operations and Industrial relations, and vice versa. These are very different skill sets, traditions, and often even work cultures. Expecting someone from one of these traditions to automatically know how to manage work and practitioners from another is like expecting a heart surgeon to know how to expertly perform brain surgery. There are few seasoned, experienced HR people, particularly in government, who have the breadth of experience to expertly step up to managing the entire HR show. So, what are the questions from this observation?
- Do you understand the balance and emphasis you are seeking when you recruit?
- Have you undertaken the analysis of which of these areas MUST be an area of experience and strength for your current problems and future aspirations?
- How can you provide the support and scaffold to help an expert in one area learn how to span the entire operation?
- Are you making the mistake of thinking all “HR” leaders know everything about all aspects?
- Who does the candidate “follow” in terms of theory or consultants? If they have pet theorists or pet consultants, this can often give you a hint about the approach they will take to the work.
Author: Denise Picton
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