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 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!