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Should HR be the organisational 'police'?

Jody

Hi all,

I have always understood that in HR we're not here to 'police' adherence to policy and what managers can and can't do. Instead we are there to advise on best practice, organisational policy and employment law - and it is for senior managers to then make final decision on the actions that are needed.

Sometimes HR can get the blame for things going wrong in an organisation, when staff member's ask 'why didn't HR do something'? When in fact, the HR team may have strongly advised against something happening but does not have final authority and the manager does it anyway.

What are your views? In what contexts should HR be the organisational 'police' (if at all), and when should we be advising and then leaving it to the manager to make their final decision?

Thanks,

Jody

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  • I think of our function as a bit more like Public Health - so sickness (culture) prevention, proactive (company) health improvement, and advice in the event of an unfortunate behaviour outbreak ;-)

    I believe that we're there to advise and guide the Executive team / responsible managers, so they can make an informed and fair decision with the full context. I have been known to "advise" very firmly indeed - but not to tell them which path to follow, instead to make it very clear of the risks and consequences of a particular course of action.
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  • I think of our function as a bit more like Public Health - so sickness (culture) prevention, proactive (company) health improvement, and advice in the event of an unfortunate behaviour outbreak ;-)

    I believe that we're there to advise and guide the Executive team / responsible managers, so they can make an informed and fair decision with the full context. I have been known to "advise" very firmly indeed - but not to tell them which path to follow, instead to make it very clear of the risks and consequences of a particular course of action.
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