Many times, the Human Resources (HR) Department in several organisations holds the majority of the blame for a decline in company culture caused by poor working conditions and other work-related issues. Several HR professionals can acknowledge and agree that the whispers and comments that are sometimes negatively communicated from staff are “the HR Department doesn’t do anything”, or “what’s the point of HR?”
This attitude stems from the fact that several employees – even managers – do not understand the role of the human resources department and what makes up or affects organisational culture. This article will seek to shed some light on the role that HR actively plays in organisational culture and experience and the limitations and boundaries of the role.
Several factors affect organisational culture. These include, but are not limited to, work environment, leadership, work-life balance, recognition, communication, opportunities for growth and development, policies, equity, aligned values, mission and goals, people, accountability, encouragement, productivity, teamwork, and clear roles.
One of the most critical roles that any HR department plays in shaping organisational culture is obtaining feedback from all staff regarding any cultural issues that may exist or can potentially arise and implementing action plans to rectify such. Through the use of employee surveys, grievances, and meetings, the human resources department can promote the kind of culture that the employees seek and require. This promotion can be seen through the use of internal or external training, implementation of policies, programmes or systems, incentives, and initiatives, just to name a few.
Another important role that the HR department plays is primarily advisory. The HR department is responsible for coaching and advising management and employees to ensure compliance and alignment with company goals and objectives.
Additionally, the HR department is responsible for minimising conflicts and utilising effective strategies such as mediation to allow employees to effectively learn to resolve conflicts by finding solutions voluntarily and mutually. This promotes a mature, understanding, and independent environment and also improves employee relationships.
Furthermore, the HR department generally leads compliance with company policies, procedures, processes and any legal requirements. Part of this responsibility includes leading disciplinary proceedings. During the process, employees are protected from being unfairly dismissed and the company is protected from being subject to an unfair dismissal claim.
Nevertheless, most circumstances in which the HR department plays an active role; require the collaborative effort of both the Management Team and employees for successful execution.
In some organisations, the personnel in the HR department does not have authority or power to; or is unable to:
Discipline managers without consent or approval from the CEO or head of the organisation.
Make decisions for the company such as the decision to increase salary/wages for staff, when warranted.
Resolve all work-related conflicts (having a chain of command means that the immediate supervisor/manager in most cases is responsible for resolving issues/conflicts in the first instance).
Control the decision-making process of managers or leaders (as only suggestions or advice is provided).
The above list was confirmed following brief interview sessions with employees across different organisations based on the cultural issues highlighted and the expectations of HR. However, boundaries and limitations are different depending on the organisation, the organisational structure and the level of influence which the HR department is allowed to have.
Realistically and arguably, the lack of power within the HR department comes from persons’ traditional and historical view of the department as being solely administrative. As HR evolves and becomes a part of leadership and management, the same behaviours, respect and power given to the other managers or leaders are still not afforded to the HR department in some organisations. This is often something which is recognised by staff.
Nevertheless, the importance and influence of the HR department stems from the CEO or head of the organisation. The tone and standard to which the HR department is upheld are set by those individuals and must be done so continuously. This consistent standard and level of support will allow management to comprehend the significance of the department.
Where a lack of support and disrespect to the department is evident to the staff, this causes some HR professionals to lose the confidence of the staff as their “people champion” or “advocate” because it then appears that no positive decisions can occur once led by HR. This goes against the norms of having a positive employee culture and can act as a demotivating factor.
The role of the HR department does play a fundamental role in promoting organisational culture; however, culture is not isolated to that department alone. In light of the collaborative support and effort required, a level of understanding and acceptance of the department needs to be displayed for the efficient and effective execution of any solution or suggestion made by HR.
If the HR department is given the respect it deserves, is provided with all the tools and resources needed, and the opportunity and power required to apply and execute organisational effectiveness, several organisations will see a positive difference in the employee experience.
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