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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

    For me, the view expressed in David's last paragraph that people problems can arise no matter how great the organisation is to work in, is spot on.

    I would also say that redundancies and restructures are a normal part of life at work and legitimate tools of business, not an indication of some kind of dispute. Further, dismissals might occur as a result of a dispute, but not every dismissal is contentious. The ending of a fixed term contract such as maternity cover is a dismissal. Some ill-health dismissals come as a blessed relief to the person whose employment is terminated.

    What about the positive side of HR? Building engagement is a prime example. I completely agree with David that HR management ought to involve a lot more than putting out fires.

    Finally, my experience bears out the point Keith makes on gaining awards. Some companies put considerable resource into gaining awards. Others don't.Having worked in both I can't say that the ones without the awards were not such good places to work as the ones with them.

  • in reply to Elizabeth Divver
    Thank you for your constructive feedback, you make some very valid points. I am still developing the article and will use your comments to structure my argument on how dealing with difficult situations aids your professional development.
    Thanks
    Paul
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