What HR gets wrong: • Fancy perks no one asked for. • Wellness programs that don’t fix burnout. • Recruitment volume over actual talent quality. • High engagement scores that ignore real problems. • Policies designed to protect leadership, not employees. What HR must focus on: • Fixing what leadership ignores. • Protecting employees from bad managers. • Cutting toxic employees before they ruin the culture. • Having the tough conversations no one wants to have. • Removing outdated policies that slow the company down. LESSON: HR isn’t about feel-good initiatives. HR is about making the calls that actually matter. Being great in HR isn't about policies and procedures. It's about driving business success through people. Agree? Disagree?
Disagree but there is a BUT. Often the top elements come from a place of colleague feedback surveys, or leadership instruction, or perhaps a reflection activity. These workflows could all have a place if they can bring value. Its about getting the balance right for colleagues and business alike. HR should definitely not fix. We should collaborate with others to fix to avoid being that place of silo or loneliness as HR Professionals. Our advice SHOULD be tailoured to have an impact on culture, engagement and everything in between.
100% agree! HR should be a strategic driver, not just a process manager. Impact > Optics
Well Said! 100% agree! Strategic decisions rather than transactional 👌
Great HR is bold, not bureaucratic. It’s about fixing the root issues and creating a culture where people thrive.
I couldn’t agree more—HR can advocate for change all day long, but if leadership isn’t aligned, it’s like shouting into a bottomless pit. HR professionals want nothing more than to focus on meaningful impact, but when leadership sets the wrong example, employees mirror their behavior. If leadership is the problem, HR ends up in constant damage control instead of driving real change.
I’m not sure I agree entirely with your post. HR or People & Culture are a support function. Too often I see leader accountability passed on as a HR function. Often the decision making rights do not sit with the HR funtion and as much as we would all like to move that terrible leader on, all we can do is influence however top leader layers often won’t step into conflict in my experience. Burnout is a biggie for me, sometimes no matter what initiative you roll out the simple truth is there is either too much work and not enough people, ways of working haven’t been refined, or poor capability = money, time, accountability. HR can give you all the solutions in the world but ultimately as the leader you are accountable for the decisions and execution. My two cents worth.
This has to be pure click bait right?? Telling HR professionals they should be fixing what leadership ignore is not “advocating for HRs seat at the table”. We’re not at the same table if we are simply cleaning up the mess others wilfully made, that’s not even in the same room. Business leaders need to treat HR as a partner, an ally, and they should be the ultimate custodians of good practice in the business - HR professionals can then take their vision and turn it into reality. All the things you’ve said HR must focus on also need leadership buy in…
Warren Wang, in my opinion, HR is at its best when it balances strategy with humanity - driving business success while fostering workplaces where people feel valued, safe, and motivated. Fixing what leadership overlooks, tackling the tough conversations, and ensuring policies serve both employees and the organisation’s long-term goals are all part of the equation. A truly impactful HR function moves beyond transactions to shape cultures that are inclusive, sustainable, and centred on people’s well-being and happiness. After all, a thriving workforce is the foundation of a thriving business. Agree? Disagree?
I think you are mostly right, but 2 things that I feel that you are wrong about. HR does not prepare policies to favour employer or employee - any decent HR team will prepare policies/practices that are agreeable and clear to both sides, and strike a balance. It's about being clear what the expectations could be for either side and what the steps are. As an HRBP, my job title reflects what I do, I work for the employees and I work for the business and I will always 'wear the two hats' in my roles. I think it's pretty bad to suggest that HR are there to fix what leadership ignores, it's definitely not HR's job to do that. Leaders are supposed to demonstrate inspirational qualities and set examples, not cherry pick what makes them look good, then leave a trail of unresolved query crumbs for HR to sweep up. We are there to coach, support and advise, not act as assistants. HR are transactional, we are operational, we are strategic and we are looking after employees and supporting managers. Be kind!
CEO at Doublefin | Helping HR advocate for its seat at the table | Ex-Google
6dSide note: It wasn't easy, but the risk was worth it to build something that truly solves a major pain point for HR, recruiting, finance, and business leaders. I'm a little proud to say that my company, Doublefin.com is helping companies of all sizes gain real-time visibility and make data-driven decisions about their workforce and spend.