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HR on management team?

Sienna

Hello

I would like to get your thoughts on this issue that I currently have.  I am in a standalone HR role, as HR Manager for a small company (35 employees).  When I joined it was a new HR role and they didn't really know how big the role would be, in terms of hours mainly.  Its a part time role, and involves some office management duties although these were an add-on because they were worried I wouldn't be busy enough.

The role has grown and gone from being what was initially a fairly administrative role to provider the managing director with advice on a number of complex issues (settlement agreement with a Director being the most recent  one!).  I have over 20 years of HR experience and they realised quite early that I was capable of doing more.  

I attend some of the management meetings however I now feel that I should be a part of the management team and I am not sure if anyone else has had experience of having to convince senior leaders of your 'worth'!  I know I am valued and the other members of the management team either think I am part of the team or should be.  But the MD is very traditional and sees HR as support, not strategic and that from an operational perspective does not think I need to be in all the meetings.  It's not about status for me, although I do believe I am paid for the role I took on, not the one I am currently doing.  

Anyone else had similar issues? 

Thanks

Sharon

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  • interesting discussion. I come from a finance background, though am often the only senior finance person in an organisation - and also deal with trying to convince senior colleagues of the scope of what this function contributes.

    One reflection is that people mention some of the "high level" issues that are being dealt with -(eg settlement agreement) - but the examples are quite reactive. If one is reacting to a situation, then as long as the situation is identified properly, then there's no need to be in the room (MT) from the start.

    The place i struggle with the most, is convincing people that - if i'm informed of something early on, then i have a role to help shape it, rather then being brought in to make other other people's ideas a reality. I try and find opportunities to be pro active, and take strategic initiatives that respond to wider dynamics within the organisation and the external world; they are difficult to spot though.
  • in reply to Tom Espley
    Hi Tom

    I totally agree about being pro-active although sometimes in a small orgnanisation there is only time to react.

    Part of our reason to look for an HR manager is that we can plan ahead more and be pro-active, rather than rushing to recruit or implement plans because they are needed urgently. It is all part of our growth strategy.
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  • in reply to Tom Espley
    Hi Tom

    I totally agree about being pro-active although sometimes in a small orgnanisation there is only time to react.

    Part of our reason to look for an HR manager is that we can plan ahead more and be pro-active, rather than rushing to recruit or implement plans because they are needed urgently. It is all part of our growth strategy.
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