Correct to a degree yes but very short sighted. I would be interested to know what industry you work in, the size of the company and what the context is. I have had to adapt to this, lets say ethos, in a medium sized construction company over the past five years. Its been a huge personal challenge for me. I've focussed on improving my relationship building (dealing with difficult people) and my influencing skills. I have also grown a tougher skin... It can be rough and demoralising; maintain your self value.

In reply to Blair:

See my earlier comment above.

For the CEO to deliberately embark on a course of action he knows to be illegal is a breach of his fiduciary duties and ultimately a PID issue. See:

https://www.franciswilksandjones.co.uk/site/practice_areas/claims_against_directors/directors_fiduciary_duties/

For HR to go along with it, under protest or not, is a breach of our CoC and complicity in the breach of law.

If in doubt see the outcomes of the Construction industry's "blacklisting" of certain builders a few years ago. A similar scenario.

I hope someone from CIPD's professional standards division is following this thread, as I am sure they will be able to comment further, here or privately.

P

CEO of Persimmon?

In reply to Pete Thomas:

No; this one against CEOs etc.. (The case against the companies started in 2014) www.theguardian.com/.../union-launches-new-legal-action-over-blacklisting-of-builders

In reply to Peter:

A low in industrial relations history!

"You are here simply to advise me".

And help the business operate within the UK's legal framework.

And design people management systems to create the conditions for people to do their best work.

And handle all the boring transactional stuff so that everything simply happens on time and right, all the time.

And. And. And.

But your CEO knows this, in spite of what he said. Others have already picked up on this, but your CEO was making a point and administering a slap-down.

There is a conversation I have had to have with more than one MD/CEO/other director when they have administered what seemed to them a proportionate corrective word that was interpreted by the recipient as a massive dressing down:

You loom very large in the working lives of your staff. Anything you say is of great significance to them and is considered and analysed because it was the CEO who said it. The more senior you get, the less you need to stress a point.

So my advice would be to let this go. If you get the same message a second time, that might be when you start to form the view that HR is not valued by this CEO.

In reply to Elizabeth Divver:

Or, put another way:

HR’s Halloween Horrors

From ghoulies and ghosties and long-legged beasties
and things that go “bump” in the night
Be they forklifts or falling they’re all so appalling
that the cost of them gives us a fright.

Then’ there’s strikes unexpected from workers neglected,
can anyone save us from these?
Must the burden of law make us cry out some more,
when in-voiced for Solicitor’s fees?

Can we save reputation with a little creation?
The answer is simple of course,
Ask HR for the know-how and we’ll very soon show how,
-to manage the Human Resource.

Our theories won’t frighten, and your burdens will lighten,
with a policy simple and fair.
Your insurers will love you and the HSE will too.
For we’ll keep them all out of your hair.

No blood will be spilled, and no sacrifice killed,
‘though It’s spooky the magic we do,
Our wizardry’s easy, trust us and you’ll soon see
What mazes HR helps you through.

With a fine Witch’s hat and a matching black cat,
we’ll be solving your problems in no time
We need no goblin chorus to sweep all before us,
just call for our help and it’s Showtime!

In reply to Peter:

Bravo, Peter! - Musing now that TS Eliot wrote mysteriously about his ‘compound ghost’ but that Charles Causley’s castle ghost maybe faced the same problems as many HR folk in getting due attention:

Colonel Fazackerley Butterworth-Toast
Bought an old castle complete with a ghost,
But someone or other forgot to declare
To Colonel Fazak that the spectre was there.

On the very first evening, while waiting to dine,
The Colonel was taking a fine sherry wine,
When the ghost, with a furious flash and a flare,
Shot out of the chimney and shivered, 'Beware!'

Colonel Fazackerley put down his glass
And said, 'My dear fellow, that's really first class!
I just can't conceive how you do it at all.
I imagine you're going to a Fancy Dress Ball?'

At this, the dread ghost made a withering cry.
Said the Colonel (his monocle firm in his eye),
'Now just how you do it, I wish I could think.
Do sit down and tell me, and please have a drink.'

The ghost in his phosphorous cloak gave a roar
And floated about between ceiling and floor.
He walked through a wall and returned through a pane
And backed up the chimney and came down again.

Said the Colonel, 'With laughter I'm feeling quite weak!'
(As trickles of merriment ran down his cheek).
'My house-warming party I hope you won't spurn.
You MUST say you'll come and you'll give us a turn!'

At this, the poor spectre - quite out of his wits -
Proceeded to shake himself almost to bits.
He rattled his chains and he clattered his bones
And he filled the whole castle with mumbles and moans.

But Colonel Fazackerley, just as before,
Was simply delighted and called out, 'Encore!'
At which the ghost vanished, his efforts in vain,
And never was seen at the castle again.

'Oh dear, what a pity!' said Colonel Fazak.
'I don't know his name, so I can't call him back.'
And then with a smile that was hard to define,
Colonel Fazackerley went in to dine.

Happens far too often.
Can have a knock-on effect of giving HR more work to do to deal with the consequences...
Why employ a specialist and then ignore the expert?
The aim of progressing things more quickly usually back-fires.
Costs more in the end.
If this changes one CEO's way of thinking then my rant will have been worth it!

Unfortunate short term view. It does happen but most evolved CEO's value HR advice.

In reply to Blair:

I ‘d like to respond to this by saying:
Agree. However let me help you with the handling of people matters whilst you focus on the business issues.
I am sure you have strong grounds for ignoring the advice and perhaps I am missing out an important perspective. If you would share your concerns and help me understand we could possibly explore optimal solutions jointly.

In reply to Blair:

Here is an example of what can go badly wrong for a HR person when senior mamnagement are hell bent on breaking the law, in this case it was pensions: www.derbytelegraph.co.uk/.../derby-company-cheat-workers-major-2150911

In reply to Paul:

Exactly Paul.

...And the fines etc. are only the beginning:

Job..... Gone

Career in HR...… Gone

CIPD Registration...… Gone

Personal credibility...… Gone

Future in (reputable) Business management..... Gone

Earning potential..... Gone

Aspirations.... Gone

"You're only here to advise me...."

…...The hell I am!

Though not in the exact words, this happened to me many times. My approach is - "sure, of course, its your business not mine that we are running", I will say what I want to say then let them do (or not do) and see them burn and regret muahahahaha