Let’s start with a story from DisruptHR entitled “It’s Not Complicated. HR Is About the People,” dated June 20, 2018. That story presents a video by Andrea Butcher which argues that HR professionals should not necessarily become business partners, if doing so takes them away from focusing on the people. Focusing on the people drives business results, because people are what drive business results.
Then I read another DisruptHR story called “HR’s Job Should Be to Encourage Conflict,” dated June 13, 2018. In that piece, Amanda Ono says that the best employees want to learn and grow . . . and they will only do their best work if they disrupt the status quo. So HR should help them by encouraging conflict in the workplace that will change things. She proposes that HR
“Train people on what healthy conflict means. Train people on how to engage in healthy dialogue.”
This sounds like another way of emphasizing people in the organization, albeit emphasizing top talent that can influence change and improve results.
In another TLNT article, “You Can’t Build a Talent-Driven Organization Without HR,” May 3, 2018, Michelle M. Smith writes that HR is under increasing scrutiny for ineffective talent strategies and lack of a strong business perspective. The thrust of her article is that it is the responsibility of corporate leadership—not just of HR—to be focused on finding and developing top talent, but HR must support them. This, of course, is the gist of HR being a business partner.
“The CHRO [Chief Human Resources Officer] of a talent-driven organization must be a great business person, not just a great people person.”
So which is it? Should future HR leaders focus on the business or the people?
The truth is, you can’t do one without the other.
My heart is in employee relations and in developing a great place to work. But if I ignore the business needs of the organization, it will not be a great place to work. If I only focus on employee engagement, without engaging them in what the business requires, I will not be serving anyone well.
And so says Susan Gallagher, in “Fast Growth Means You Need to Pay Extra Attention to Culture,” June 19, 2018. She writes:
“Culture is the most critical part of your talent strategy when guiding your employees through the stages of rapid company growth. Keeping your people connected to your company’s core values is essential before, after, and – importantly – during the growth period, which itself challenges your company’s beliefs and behavior.”
Although her focus is on growth, the importance of culture and employee engagement is true wherever a company is in the business cycle. Moreover, Ms. Gallagher says:
“Culture cannot be dictated from the top; it must be integrated into all levels of your management team and down through the rank and file.”
The title of this post—business partnership or employee engagement—doesn’t capture the complexity of the workplace. The right answer is . . . HR must focus on BOTH. It is HR’s role to help the organization’s leaders articulate the connection between employee engagement and business results.
As Susan Gallagher says:
“Put yourself in the shoes of different groups of employees and how they will be affected. Get granular and look at different constituencies of your workforce. . . . you want your people to be as invested in the change as you are and happy about making it happen.”
Now that sounds like a focus on employee engagement AND business partnership.
Which focus do you emphasize? Business partnership or employee engagement?