The Future of HR – Why “Do Nothing” Is An Option

Let’s face it people. When it comes to fundamental change, many of us are not self-starters. Unless we know that there is some impending event that will result in overt embarrassment, financial duress or physical peril, we find it difficult to get off our duffs and dig into many of those perpetual issues that plague us.

This is on my mind as I prepare to lead a session at the upcoming HRevolution. My enviable topic? Just a little something called, “The Future of HR”. No biggie. You know me….  I’ll just dust off the ‘ole crystal ball and help facilitate a discussion prognosticating the fate of the industry. No problem. We’ve got this one covered.

There has been an incredible amount of chatter lately regarding HR’s future/fate and it makes for a very good read. In the past few weeks alone HR was declared dead and then rose from the ashes. Maren Hogan wrote a nice post with the catchy title, “Slow dancing in a burning room“. And don’t forget when the smart folks at Harvard Business tackled an age-old missive by asking, “Do HR managers have the skills they need?“

The underlying assumption by each and every writer is the premise that HR must fundamentally change. That may be true, but my sense is that “do nothing” is not only an option, it’s a likely outcome. Here’s my logic:

1. The Drivers For Transformation

HR is not being pressured to evolve from within, and when it does “transform”, it tends to be largely tactical in nature. Take Deloitte’s HR Transformation Survey as an example. They interviewed C-level executives from 150 of the world’s largest corporations. The findings that concerned them (and me) were this – “HR transformation is still about systems and processes. The business driver are still cost savings and effectiveness. These are not “bad” or unimportant drivers; they are merely solutions in a vacuum.”

The other item of note was that when a trigger was pulled for improving HR, it was largely due to external factors imposing themselves on the function. These include:

• A New Executive: 24.6%
• Corporate Restructuring: 22.3%
• Mergers & Acquisitions: 9.2%

2. Plenty Of Work To Do Already

Don’t get me wrong, HR has a lot on it’s plate these days. Dealing with the recession, layoffs, employee dissatisfaction, changes in benefits programs, social media, outsourcing, talent management, branding and a globalized workforce is enough to keep any HR exec on her toes. This is, of course, in addition to risk mitigation, compliance, labor relations, compensation planning, learning, development, performance management and 50,000 other things that keep HR running to stand still. And don’t forget all the technology and systems that need to be constantly updated to make the transactions run smoother.

So who has time to think about what HR should be, could be or will be?

3. “Don’t Fix It If It Ain’t Broken”

It has been the rare occasion to find a senior HR executive who feels the function is off the rails and decides to do something about it. A lot of the chest beating and cry for evolution comes not from the senior most, but instead from those who are service providers, consultants, analysts, bloggers or pundits.

But do take note. I’m also seeing entry level or middle management HR pros starting to wonder where their career path will lead, and my bet is that if HR does fundamentally change, it will have to come from the bottom up. Like any change, there are some early adopters who “see the light” and want to preemptively strike and change the largely negative and parodied image of HR. But the mass of HR executives who drive the daily agendas do not appear to be leading the charge beyond the much-belabored “seat at the table” discussion.

4. No Push From Associations

Associations are intended to serve as the representative and collective voice of their membership. However, in this instance, it’s my belief that reacting to the professed needs of the current constituency will only serve to hamster-wheel this needed evolution. Organizations like SHRM must continue to serve the current needs of it’s population while simultaneously forcing a difficult conversation surrounding what’s next for our industry. And when I say “force”, I mean it. The catalyst for an overhaul of our function must be driven by those with the resources, clout and certifying entities to make people stop long enough to self-reflect, agree to change and get into motion.

So Now What?

In my opinion, HR can and will continue to serve an important role, but this evolution must gain mindshare and begin now. Many people will likely take issue with what I’ve stated above and I’m sure I’ll catch an earful in the comments section. I’m not an HR basher and hold no hatred for the function. Moreover, I admire those who have put themselves ahead of the languishing pack.

However, like many, I want to see a “new HR”. Whether that requires a name change (such as the move from personnel many years ago) and a new face or brand may be up for debate. Some of my colleagues have had very interesting discussions about the face of HR lately. And truth be told, there isn’t a strong spokeswoman/spokesman who represents the aspirational nature of what HR could be. Maybe you’re that face. If so, welcome aboard! We’ve been waiting for you.

I look forward to spending time on this issue next month at HRevolution. In the meantime, what do you think? Is “do nothing” an option? Please share your thoughts and let’s keep the conversation going.

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