It's Time To Step Up

For way too long, Human Resources (which, by the way, has to be the worst name for any corporate function, no?) has been struggling to find a valued, respected role. And for good reason, since most of what the typical HR function delivers is a warmed-over version of what they did before they made the seemingly radical and supposedly life-affirming decision to change their name from Personnel to HR.

The problem, of course, is that despite the dire need for some function within every organization to help improve performance through its people, HR has been largely unable to step up to this important challenge. Oh, they can keep records with the best of them, hire people (though often in a painfully slow, cumbersome way), and report what percentage of the population received performance ratings of 'I Said You Did Fine But Should Have Told You The Truth'. Yet when was the last time anyone in leadership anywhere told the Board or shareholders that performance/profitability was a result of our amazing HR team?

Still thinking? I wish I could cite just one example, but I can't.

There's a reason for this. HR doesn't really appear to be in the business of improving performance through people. Instead, according to many line leaders, it seems as if their raison d'etre is to build processes that few embrace (read: performance management, succession planning, and just about anything else they produce) and introduce them at exactly the wrong time. This disconnect from the business is, unfortunately, widespread and validates leadership's belief that HR is in a world of its own, doing things to us rather than for us. Is it any wonder, then, that HR has to force its way into the business's core strategy discussions?

It's sad, because the people of HR are talented, dedicated and eager to help their organizations thrive. But all their talent, dedication and eagerness are no match for the history of largely burdensome administrivia they and their predecessors have foisted on their organizations. It's also sad because there's never been a time when the true possibilities HR offers are more desperately needed.

Without doubt, it's time for HR to kick it up a notch. And here's what's needed:

1. A new name. Just about anything is better than Human Resources (though 'Human Capital', like many HR consultancies are using is, indeed, worse). Why not something that's descriptive of the function and a tad more modern? Like, perhaps, 'People & Performance'.

2. A new mission. Enough with enhancing commitment, engagement and/or morale. And, please, enough of trying to be the employer of choice. Instead, how about something tangible, elegant and bold:

• We will help improve the overall performance of our organization by:

-- Hiring people who will become top performers quickly

-- Developing ways to enlarge our pool of top performers

-- Building leaders who produce outstanding results

-- Optimizing the performance of every one of our functions

3. A new delivery system. Want to connect with the business? Be part of the business. Move quickly to a 'Business Partner' model, where each Business Partner reports, at least on a dotted-line basis, to a line leader. And be sure that each Business Partner actually knows the business they are trying to help.

4. New skills. Don't make the same mistakes again. New names, new missions, new organizations mean nothing without producing results. Make sure you have people who can deliver the mission. You're at the table. Have something to say, something that helps your leadership win in the marketplace.

Sound reasonable (if a bit scary)? Cool. Get started.