When you believe in destroying the traditional model of Human Resources — much like I do — you run into major obstacles. The biggest obstacle in my life is also the biggest elephant in the room: it’s The Society for Human Resources Management.
SHRM is the most influential Human Resouces association in America. It’s staffed with wonderful, genuine people want to see Human Resources continue to grow. They want HR to be a credible & important function in an organization. Many of SHRM’s employees and volunteers are my friends. It’s also a very powerful organization with lots of cash.
Unfortunately, Human Resoures can’t grow and focus on important areas of opportunity — like identifying & retaining talent — without shedding some of the old functions that make up SHRM’s core membership.
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My manifesto is simple. I want to shift and outsource 90% of the work away from Human Resources and focus on recruiting and retaining employees. That means two things:
- Eliminating the roles of HR Generalists, Benefits Specialists, Comp Analysts, etc.,
- and using technology to automate as many HR functions as possible.
Furthermore, I would demand that other functions (legal, finance, compliance) become accountable for managing core & critical issues within an organization.
Do you want a schlump like me to help you avoid employee litigation, or do you want to hire the best employment lawyers out there to train your managers and respond to employee-related issues?
Don’t pick the schlump. You’ll lose every time.
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So here’s where I stand as a Human Resources professional with my SPHR:
- I am through with supporting Human Resources departments that coordinate employee performance reviews.
- I will never collect and distribute compensation data like it’s a Top Secret presidential daily briefing.
- Don’t even think about asking me to monitor & approve merit increase budgets based on the pseudo-science of a bell-curve — combined with sketchy market data that may or may not be accurate.
- I am done mediating disagreements between two adults who should know better.
- I am through entering job descriptions and requisitions into an internet job board.
Dudes, I’m done with traditional HR — which means I’m done with SHRM, to some extent.
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When you dump the concept of HR Generalists and faux specialists in the Comp & Benefits space, you get a function that looks something like this:
- Research/Sourcing/Recruiting
- Technology
- Social Media/Communications/Marketing
- Training/Development
HR should be selling the company’s mission, vision & values with every employee encounter. Give your leaders a budget and empower them to build your employment brand by making your company a great place to work. Hire Human Resources pros to acquire and develop your talent. I would then recommend that you find the best firms to provide strategic advice on employee benefits, compensation, risk management issues, compliance issues, etc.
Your HR Generalist can’t do any of this — and she certainly can’t recruit and fill your position when she is busy scheduling team building events. She always fails because she is a jack-of-all-trades but an expert at nothing.
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Where am I going with all this? I had a very brief conversation about my HR Manifesto with an unnamed thinker/leader/guru at The Kennedy Expo. He listened to my rant against traditional HR organizations and strongly recommended that I volunteer on a SHRM advisory board in 2009 and change the system from within.
His message was clear. ‘Don’t rage against the machine. Make it better.’
I disagreed with this approach. The system is broken and I’m disinterested in fixing it. SHRM may have tons of cash, but the money won’t last forever if HR continues to prove itself irrelevant.
I look at SHRM the way that many people look at General Motors. Although fixing SHRM from the inside is probably the gentlest thing to do, I’m not sure that I want to fix it. I prefer to kick it hard & fast into the 21st century.
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Where do I go from here, fellow punk rockers? How do I blow up the traditional HR space and help Corporate America (and SHRM) change their thinking about acquiring and retaining talent?
When I have the answers, you’ll be the first to know.
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Hey, just found your website and I really like it. Keep up the great work!!!
Wow…this was a long post and I would disagree at some points you made, but I couldn’t. I do agree you don’t need the speciality HR positions. I would encourage those people to find a job at a third-party vendor or be their own vendor.
What I like to include, and it has been bothering actually quite sometime, is why not blend HR, Finance, Communications, IT, etc. and call it “Business Operations.” Why have divisions and each division have their own floor, when you can have all the business minds in one floor and discuss what’s best for the company from all sectors. Let me clarify that I think finance and human resources organizations should still have their own conventions and expos.
On your conversation with the unnamed leader about being on the board; both of you are correct. The unnamed leader is right that don’t yell and complain, do it (i.e. Prop 8 protests), but you’re right that you’re just one person of many voices and some would shield you to others to get their voice been heard. Unless you know there’s a mutiny among the board, don’t join the board.
I do however think you should join a kitty association board to make changes on business operations. It’s small, but you care for something and people would listen to you.
@Tracy Let me clarify that I think finance and human resources organizations should still have their own conventions and expos. I couldn’t agree more, and maybe the thought leader and I should have a panel discussion on these issues.
Also, your business operations idea is the wave of the future. It’s Business Infrastructure, and in the old days when our fathers and grandfather worked for companies, it all fell under the CFO. In some ways, things were better — even the three-martini lunch was better.
As a HR Generalist with 30 years experience under her belt, I can only agree with everything you state. SHRM is at best a very good lobbying effort and at worst a supporter and symbiotic retainer of the status quo.
I must disagree that a generalist is passe’. The small company who cannot hire a large staff or needs a consultant to provide policy usually finds an old generalist like me to wrangle the HR function.
I have two strong suits (developed through years bumping through the profession:compliance and training. By training, I mean actual teaching and critiquing.
I do believe that the future will be in retaining top talent, creating technical systems that cover the basic HR functions and using the HR function to enhance an organizations position in its chosen market.
On second thought, dump the whole thing right after I retire.
@Ali I just spit out my coffee. “On second thought, dump the whole thing right after I retire.” You know, I only advocated dumping the HR Generalist model after I took a severance package. While I had my job, I was perfectly content to flash my SPHR and boss people around.
you’re dead on. i’ll protest with you, let me know what you need me to do! canvass, work the phones, make signs organize a rally.. whatever, i’m in.
Laurie:
I can’t quite decide if you’re saying all this just to drum up readers or if you’re actually serious about it.
Let’s say you’re serious.
The reality is that most entrenched organizations change the most when outside pressure is exerted upon them. So, do you want to go about this in a mamby-pamby sort of way, or do you want to see real change?
Second, what is it that you really, truly want? If you really, truly want to change the HR profession, you’re going to need to do it by providing a bright, shining example of how one does what you’re proposing as an effective alternative and in accordance with your ideas.
In short, you’re going to need to go to work in a big way. Is that what you want? Where will the kittehs go?
True, True, True…love it! I still think you should rage against the machine.
I’m not sure about joining the advisory committee, though. They wouldn’t know what to do with you! I still say “rage against the machine.”
I was giving a Type and Team-building talk to a bunch of SHRM members (HR generalists) and I quoted you…”Team-building is for suckers.” They didn’t even know what to do after that. It blew their mind! SHRM is the epitome of “staying the course.”
When was the last time anyone actually read anything in the SHRM newsletters? Why don’t they tap some fun HR bloggers to get in on the scene?
@Amanda You are a personal guerrilla army. I love it.
@Dave I am totally serious, but you are right about going to work in a big way. In fact, your comment blew me away. Shot me back into my seat. Made me think, “Do I really mean what I’m saying?” — but I do, and going to work in a big way means being able to execute on big ideas. I’m not sure if I have those skills. That’s the rub.
@Breanne I’ll look for my royalty check when SHRM starts to change course and tells people, “Team building is for suckers.” Dude, I know how they work. If they can make money on it, they’ll use it.
Amen. I burned my SHRM membership a long time ago. I’ve attended and spoken at several HR events, and SHRM has always been the most dissappointing. My background and function is Recruiting/Retention, and I feel that SHRM has always felt that recruiting is the lowest of HR disciplines, and only transactional in nature. The last SHRM event I attended on recruiting was three years ago, but the information/techniques was at least ten years behind the curve. Trying to change SHRM is probably like trying to change Catholic dogma, either from the inside or outside. I suggest HR professionals stop paying them for non-necessary certifications, useless memberships, and let them sink into the irrelevancy they have worked so hard to earn.
Sorry, but that felt good!
Laurie, there are different ways to attain change:
Martin Luther King or Malcom X. Both wanted similar things but they were as different as they come…
Don’t blame the organization (SHRM), blame the people and the agenda’s…most of your circle of friends…hear you loud and clear and most even agree on some levels, but being a trail blazer takes responsibility and fortitude…
It also takes the ability to rally others for a common goal…I think your on the right track…just be careful for what you wish for…when you get it you will be the one under the microscope…(defending a point of view is a lot harder then attacking one)
PS – loved your post, even if I am not 100% in agreement…freedom of speech is a great thing!!!
Laurie:
If you have the passion, then find the smart people with the skills you lack. The best leaders always find the best people to do those things where they have weaknesses.
Maybe you should tell us what your dream looks like? It might help to get us all on the same page.
Maybe we should chat sometime. I hear there’s this old technology called ‘the phone’….
Dave H.
Whoo Hoo! The Underling supports the Punk.
(So much for my half-written blog post on my train ride home today Laurie.)
I’ve spent so much time recently with organizations who MUST change because the market is forcing them to do the one thing they are ill-equipped to manage themselves, namely turning the mirror inward and honestly assessing what works and what doesn’t.
The pin is already pulled on this hand grenade so just loosen your grip and let it roll! I could write 10 pages in response to what you’ve put forward, but let summarize my thoughts in two bullets:
- Instinctive HR self-preservation will make this a hard, long, emotional and bloody battle against those who have more money, clout, “experience” and incentive to hold firm to today’s model.
- Doing nothing is NOT an option.
Strike up the band, start printing the t-shirts and let’s get the revolution moving!
I think Laurie should volunteer for a SHRM advisory board, and then live webcast the meetings. It would be the greatest thing EVER. Talk about shock & awe…
I want to retire from HR and raise miniture goats.
Great post! You need to stick with your message and keep getting it out there. It’s honest and I think it’s impossible to argue against it!
I think you should look at the history of HR and how it got to this point – what influenced and continues to influence how it got this way. Take people to the core of what HR should be – and show them a path to better ground.
My CEO likes to say that if people in HR aren’t angry they aren’t paying attention… Get their attention, Laurie!
@Jimmy You can vent here any time. Great response.
@Mark defending a point of view is a lot harder then attacking one That is so true and it’s important to actually have a point of view instead of just a reaction. I have a mix of both, and neither one is well formulated. Have to work on that!
@Dave I’m with @hrwench and I want to raise those baby goats who faint. Totes cute.
@MarkS I think you underestimate me. Doing nothing is always an option. That’s the beauty of being Laurie Ruettimann, Punk Rock HR, SPHR.
@HR_Underling I couldn’t do this without your support!
@perrik Oh! Nice! Shock & awe!
@George My CEO likes to say that if people in HR aren
Laurie,
By far one of the best articles I’ve read on your site thus-far. As a generalist myself, I am appalled that you would suggest eliminating my position. Of course, in my role, I do most of the core things that you say are worth keeping, so I’m offended in title only. I train, coach and develop. I manage an onboarding program. I develop social media projects to improve retention.
What’s the beef with generalists? I think maybe I’m missing something… I’m also not really sure why you need to get rid of compensation and benefits specialists. Organizations just need to realize that HR does a lot more than just that.
- Chris
Laurie,
By far one of the best articles I’ve read on your site thus-far. As a generalist myself, I am appalled that you would suggest eliminating my position. Of course, in my role, I do most of the core things that you say are worth keeping, so I’m offended in title only. I train, coach and develop. I manage an onboarding program. I develop social media projects to improve retention.
What’s the beef with generalists? I think maybe I’m missing something… I’m also not really sure why you need to get rid of compensation and benefits specialists. Organizations just need to realize that HR does a lot more than just that.
- Chris
Laurie,
Upon reread, I think I’ve found the part in your argument where you and I differ the most: “Your HR Generalist can
Laurie,
Upon reread, I think I’ve found the part in your argument where you and I differ the most: “Your HR Generalist can
Laurie,
Yoda tried to hold Luke Skywalker back and look what happened? He went out and kicked ass (although losing a few body parts along the way)
You know how I feel about SHRM since we discussed it at Kennedy, although I am happy to say that I am not the thought leader who told you to go forth and be co-opted by the man.
One of the things about making big change has been stated better than I could: “where the hell do you start?”
Here is a germ of an idea for a place.
This has been nagging at me since I went to Kennedy.
We spent all that time listening to people talk about finding talent, keeping talent, identifying talent “in this econemy”.
My question is, what the hell do you do with all these people who have been laid off and impacted by that economy?
What do HR people do for them now? Give them some severance, give them a paltry outplacement assistance oackage and work really hard to get the signed off release back.
Can’t we harness the larger power of people out there and figure out some way to create a way to help these people? Not just HR professionals, but all the corporately disenfranchised? Build networks to help them find work? or help them create a business?
or create a grassroots organization to take over SHRM?
Stop me, I’ve gone too far.
@Chris Christ, I’m going to stop blogging and turn the reigns over to you. That rant was really insightful. I think you need HR pros of some kind to do specialist work, but I would rather have one or two comp pros and outsource most of the *work* than staff an entire department of compensation people who still have to look externally for data and information. Spend the headcount and the budget in a more thoughtful way, y’know?
@Michael I don’t think it’s the role of traditional HR to link impacted/severed people with employment opportunities. If you create a thoughtful structure that can use recruiters and technology to link people to jobs, and then manage the business processes and compliance issues and team building nonsense in another fashion, then I’m interested in THAT kind of HR role. Sign me up.
@Laurie,
Thanks for the clarification, and the reply. And don’t hand over the reigns. We need as many of us as possible when we go to lead the revolt against “traditional” HR (aka personnel)…
You mentioned an HR rebrand by giving it a new name. Didn’t we try that a while ago with “Human Capital Management”? Got anything a little more catchy?
- Chris
@Laurie,
Thanks for the clarification, and the reply. And don’t hand over the reigns. We need as many of us as possible when we go to lead the revolt against “traditional” HR (aka personnel)…
You mentioned an HR rebrand by giving it a new name. Didn’t we try that a while ago with “Human Capital Management”? Got anything a little more catchy?
- Chris
@Chris – How about “Human Crap-ital Management”, since too much of HR is often dealing with the shit that people are too lazy, inept or incapable of handling themselves. The logo can be a roll of blue doggy bags with “HR” on it. Sound good?
@Mark, now you’re thinking like a marketer. I like it!
@Mark, now you’re thinking like a marketer. I like it!
Provacative post Laurie – and very interesting suggestions for transforming HR!
I have selected your post as one of my Rainmaker ‘Fab Five’ blog picks of the week which can be found here: http://www.maximizepossibility.com/employee_retention/2008/11/the-rainmaker-3.html
Be well Laurie!
@Chris Your comment originally went to spam. Thanks for the link!
Hooray! This was one of the best posts I have read in FOREVER!
I am so sick of belonging to an industry that regularly gets belittled in major magazines, is still whining about not getting a seat at the table (and still hasn’t figured out how) and overall sucks. I went back to HR after working in marketing because I thought HR would be the coolest department to work in. I still think that – but, alas, most of the time it sucks. Why is that?
If traditional HR ran the company, it would go out of business in a matter of months. Why? Because it doesn’t know anything about its customers, it doesn’t do anything to wow potential customers or make current customers raving fans, it hasn’t the slightest clue about streamlining operations, and for all of its knowledge about law, it’s still creating an environment in which ridiculous lawsuits breed.
BTW – I’m a specialist. I agree to get rid of specialists, not because I am one, but because most specialists suck! Just because you’re a specialist doesn’t mean you can work in a vaccum. You need to know the impact on the entire company. And for god sakes, just because you specialize, have a clue about major HR law in other areas.
Finally, I can feel inspired instead of outnumbered. Rock on!
@AmberC Thanks!
Laurie,
I think the issue is that you wantto turn HR into something it isn’t. I strongly suggest you read the book Beyond HR. Just as the sales function is necessary (although the decision science of marketing enhances its effectiveness) and the accounting function is necessary (although Finance lifts its capabilities) there needs to be something beyond standard HR. Your “rage” against SHRM is a reage against the lowest common denominator approach to HR. Viewing people as a strategic asset, and using strategic planning tools to deal with talent deployment, is a lot different than processing payroll. SHRM, and other orgs, can lead the way, but they also must generate interest from the masses (and the masses are not all able to be strategic HR leaders. The question (or, more properly, the challenge) is — are you?
I love it!