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HR - 'aka The Fluffiness'

Annabelle

Hi all,

Stepping to the role nearly a year ago to introduce the HR function for a large international company, the past few months have involved a lot of extra hours.

Introducing new policies, processes, recruitment ATS, even rolling-out a whole new Sage system to support with payroll and the  HR documentation/basic processes such as requesting holiday, expenses, sick leave and performance reviews. Sitting with senior management to discuss objectives and organisational structure.

Despite all of these positive changes,  throughout meetings and during conversations with my director the word 'fluffy' is frequently used when something needs to fixed/resolved. 

In some cases, my role is treated as a PA in which case I have pushed back and some requests which are obviously not in the HR remit. I have received feedback that I am being too sensitive etc.

The word fluffy is used by senior board members when I need to be brought in to 'be the nice person' I have advised multiple times that HR is black and white, there to support the business and is not a role which acts as a tissue lady (anymore)/ basic administration. But am I fighting a losing battle? For example, business decisions are made without HR involvement and once it goes wrong, i.e. modern slavery involvement only then am I advised, asked to resolve.

This is a huge culture shift and if it's one person against a whole Company/board, should I accept that the company is too set in it's ways?

They seem to value other areas of the business more and when looking at salary bandings they would consider HR as an administrative function.

Has anyone else received this view in their role previously? I've had 121s with my director confirming that this word under values what I bring to the table/the future department can and I need their investment to demonstrate this to the rest of the board. I've also had presentations noting what HR is...

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  • Have you seen any signs of progress after 12 months?

    The culture appears ingrained - so with all these great projects you have been working on - have they made any difference to the way the HR function is perceived? Normally with that list people would be saying wow HR is doing some great things.

    You say you are a large international company but is HR you alone or is there more of a team - if so, how do they approach their job. Are they on this journey with you or do they continue to offer tea and sympathy at every opportunity? If it's just you then you might have more luck changing it, but it won't be easy. (also, if you are a large company and only you that kind of shows their investment...)

    If you had to list the 3 things that have really driven the business in the last year that you did what would they be? Would they be things the business valued or would they fall into the box of "necessary evils" (policies, paperwork systems etc). Can you articulate how you have made the business a better place?

    You need to have a long realistic discussion with your boss - they see some of your ideas as being unrealistic and too sensitive. What's their vision for HR - do they want what you want to offer and if so are they prepared to back you up? My guess is probably the vision is different and when push comes to shove, they won't back you up either because they don't get "it" or they disagree with where you think they should go.

    Why are they making decisions after a year still without you? What is it about the culture or your approach that means you still can't get round the decision table?

    For what it's worth no one has ever accused me of being fluffy or even asked me to hold the tissues. (That won't come as a surprise to many on here :-) ). But I have also sought out environments and leaders who value commercial pragmatic forward thinking HR solutions.

    So I would (a) have a discussion with my boss and (b) take a look at what if any real progress I had made in last 12 months and then decide if this organisation was a losing battle for the sort of HR professional you want to be. But as part of that be realistic in what you have done and how you have influenced otherwise you will end up in the same situation elsewhere.

    Good luck
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  • Have you seen any signs of progress after 12 months?

    The culture appears ingrained - so with all these great projects you have been working on - have they made any difference to the way the HR function is perceived? Normally with that list people would be saying wow HR is doing some great things.

    You say you are a large international company but is HR you alone or is there more of a team - if so, how do they approach their job. Are they on this journey with you or do they continue to offer tea and sympathy at every opportunity? If it's just you then you might have more luck changing it, but it won't be easy. (also, if you are a large company and only you that kind of shows their investment...)

    If you had to list the 3 things that have really driven the business in the last year that you did what would they be? Would they be things the business valued or would they fall into the box of "necessary evils" (policies, paperwork systems etc). Can you articulate how you have made the business a better place?

    You need to have a long realistic discussion with your boss - they see some of your ideas as being unrealistic and too sensitive. What's their vision for HR - do they want what you want to offer and if so are they prepared to back you up? My guess is probably the vision is different and when push comes to shove, they won't back you up either because they don't get "it" or they disagree with where you think they should go.

    Why are they making decisions after a year still without you? What is it about the culture or your approach that means you still can't get round the decision table?

    For what it's worth no one has ever accused me of being fluffy or even asked me to hold the tissues. (That won't come as a surprise to many on here :-) ). But I have also sought out environments and leaders who value commercial pragmatic forward thinking HR solutions.

    So I would (a) have a discussion with my boss and (b) take a look at what if any real progress I had made in last 12 months and then decide if this organisation was a losing battle for the sort of HR professional you want to be. But as part of that be realistic in what you have done and how you have influenced otherwise you will end up in the same situation elsewhere.

    Good luck
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  • in reply to Keith
    Thank-you for your response Keith. I have seen signs of progress, but for every step forward I take, within days I can be pushed a further five steps back. All it takes is for one senior employee to break the process and the rest follow. I do hear phrases such as 'it's typical for the industry' and 'that's just the way'. It seems many individuals within the company enjoy the aspect of being able to mess things up without taking any sort of consequence/responsibility. Hence, why they may see HR as a disadvantage to this, as it means supporting the business to do the best it can.

    For the time being, the HR department is me. I have been advised to look at a GAP analysis to understand where further support is required.

    You've highlighted 'necessary evils' and that's been a great 'lightbulb moment', but
    I need to consider how to change this viewpoint. Increasing productivity, reducing agency fees, supporting the company from reputational damage, remaining legally compliant. I do think many leaders have lost the passion to improve. When I joined, I saw it as a huge opportunity with exposure to international employment laws. For others in the company, the desire to make it a better place, was lost a long time ago!

    I do need to consider my approach moving forwards less of 'what do you think' and more of 'this is the risks attached and this is the plan to support this...' without being the police...

    I'll be arranging a meeting end of this week early the next, to understand the expectations and if remaining will allow me to grow individually alongside my studies or lose sight of what true HR professionalism looks like.

    Thank-you.