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Contributions for article on HR advisers need to work in difficult situations to develop their expertise

Paul Carter

Hello

I am Paul Carter, a writer for HR Zone http://www.hrzone.com/profile/paul-carter . We all want to work at a company rated as a 'great place to work', but can HR advisers develop the necessary skills at a company where everything is perfect?

I am writing an article about the benefits of  HR advisers dealing with conflict, business threats and personnel problems, as I feel that HR advisers can only master their role if they are always dealing with difficult situations and difficult people.

Although managers have to manage, HR is moving out of the buffer zone to become more involved in managing employee relations and change management campaigns. I would be grateful for any contributions from people who have learnt essential skills from dealing with difficult situations, such as dismissals, redundancies, industrial action, restructures and any other employment disputes. It may have felt like a nightmare experience at the time, but is it now your prime example of your expertise at interviews? 

Please maintain confidentiality when sharing.

Thank you

Paul

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  • Hi Paul
    Personally, I can't quite understand your proposition that HR advisers will tend not to become equipped fully to master their roles unless exposed to particularly difficult or trying situations and people.

    To be sure, the industries in which I have spent most of my own working life underwent profound and constant change and total upheaval. In one sense, this of course brought with it sometimes very traumatic / almost-impossible / pressing people problems but in another sense I do think too much serious upheaval tends to eclipse the need to get on well with the job in hand and to develop the people effectively in line with that objective.

    Put it another way, effective HR management involves or ought to involve a lot more than crisis management and trying to put out raging fires with water pistols or if you're lucky the odd little coil of garden hose.

    I also think that 'people problems' will happen constantly inevitably unpredictably and in varying levels of seriousness and challenge almost irrespective of the working environment - whenever and wherever people have to be managed together you get more or less a complete spectrum of HR problems.
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  • Hi Paul
    Personally, I can't quite understand your proposition that HR advisers will tend not to become equipped fully to master their roles unless exposed to particularly difficult or trying situations and people.

    To be sure, the industries in which I have spent most of my own working life underwent profound and constant change and total upheaval. In one sense, this of course brought with it sometimes very traumatic / almost-impossible / pressing people problems but in another sense I do think too much serious upheaval tends to eclipse the need to get on well with the job in hand and to develop the people effectively in line with that objective.

    Put it another way, effective HR management involves or ought to involve a lot more than crisis management and trying to put out raging fires with water pistols or if you're lucky the odd little coil of garden hose.

    I also think that 'people problems' will happen constantly inevitably unpredictably and in varying levels of seriousness and challenge almost irrespective of the working environment - whenever and wherever people have to be managed together you get more or less a complete spectrum of HR problems.
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