iscover
When was the last time you heard someone rave about your HR department? Unfortunately, for many HR professionals, the answer is often “never”, writes Colin D. Ellis.
Recent research paints a troubling picture: HR is increasingly seen as complicit in toxic workplace cultures and protectors of the leaders that perpetrate it rather than as champions for positive change and the employees it serves.
Of course, many HR leaders are contemporary thinkers. They are aware of the requirements of a 21st-century culture and are unwavering in their determination to gain the support of senior leaders for their plans to positively change or evolve the culture. I’m working with one such leader right now, who will simply not take “no” for an answer. We have revised the proposal four times, and it has been finally approved.
This is what good looks like. This particular leader has ensured that leaders fully understand that they need to act as role models for the culture they wish to see. Yet, while researching my new book, I found that this is most definitely not the norm.
Standing by
In most of the toxic culture stories that I read and researched, HR had been bystanders to poor leadership behaviour towards employees or had simply tried to brush the issues away altogether, choosing to gaslight employees instead.
From Ubisoft to the Confederation of British Industry, from Prince Edward Island University to the London Metropolitan Police, there are many case examples of HR routinely ignoring or dismissing allegations of inappropriate or abusive behaviour, often from senior leaders. Employees who were on the receiving end of this behaviour had no choice but to take their allegations to the media, leading to huge emotional and reputational harm.
The recent research, HRM’s Response to Workplace Bullying: Complacent, Complicit and Compounding, in the Journal of Business Ethics, should be an eye-opening read for every HR practitioner. The conclusions of the report not only question the role of HR but also its very existence moving forward.
Regaining trust
This should be hugely worrying for HR managers around the world. Not only are they losing the trust of workers, but they are also seen as part of the toxic culture problem, not the solution.
So, what can HR leaders do to regain the trust and confidence of employees? Here are three evidence-based strategies to drive real transformation of the profession:
Become a culture expert, not a policy enforcer
Too many HR teams are still relying on decades-old theories about organisational culture. It’s time to get curious and embrace continuous learning about a topic that changes every year. Seek out alternative programs that focus on cutting-edge research and tactics on how to build psychological safety, belonging, and team dynamics. Edgar Schein’s decades-old theories and Peter Drucker’s “Culture eats strategy for breakfast” quote will only get you so far. Make understanding – and practising – culture your superpower.
Prioritise people over paperwork
HR’s core mission should be creating an environment where people feel safe, respected, and empowered to do their best work. Yet many departments get bogged down in bureaucratic processes or a slavish devotion to having people complete an online performance review that often adds little value to the employee experience. Some processes are important, but not as important as kindness, empathy, compassion, understanding, and discipline to do the right thing. Challenge yourself: how can you strip away unnecessary complexity and focus on what truly matters to employees?
Demonstrate moral courage
Standing up to powerful leaders who engage in toxic behaviour isn’t easy. But it’s essential if HR wants to be seen as a trusted advocate for employees. Make performance management processes easy to follow, use independent people to investigate bullying claims, and take a zero-tolerance approach to anyone that diminishes the self-worth of another human being, regardless of their position within a hierarchy. Don’t let seniority get in the way of humanity, and don’t override your conscience in favour of harmony. And remember: your integrity is your most valuable asset.
HR has work to do if it is to regain the trust of employees. The future of the profession isn’t about policing policies or pacifying executives. It’s about being a catalyst for building cultures where people feel safe to thrive. These three actions will provide the foundations from which to rebuild worker confidence in their ability to represent them. Which does your HR department need to work on first?
Colin D. Ellis is a five-time best-selling author and culture consultant.
