How should HR be perceived in the workplace?

The answer to this question is likely as diverse as organisational cultures themselves. Even with decades of experience as an HR professional, I find that a universally accepted answer remains as elusive today as it was 20 years ago.

Throughout my career, I have heard HR described in various, often unflattering, ways:

• Doing management's bidding

• Policing the organisation

• Hindering management decisions and plans

• Acting as the custodian of rigid policies

• Or, most dishearteningly, "doing nothing"

Having worked across different sectors, I have developed my own perspective on how HR's role should be perceived—a vision that HR too often falls short of achieving. Unfortunately, these views have frequently been met with resistance, not only from management and staff but also from some HR colleagues.

Yet, I remain steadfast in my belief:

HR should enable organisations to cultivate a healthy work environment that attracts, develops, values, and inspires excellence in people—both managers and employees. All activities should be ethical and applied with integrity, equity and transparency thereby allowing the HR function to be trusted by management and staff.

To achieve this, HR must be trusted by all parties and demonstrate unwavering integrity and transparency in its actions.

However, the reality is complex.

Yes, there are underperforming employees—but there are also ineffective managers. Unfortunately, when accusations of poor management arise, HR can sometimes retreat into “defensive mode,” appearing more protective of management than objective. Conversely, rigid HR policies and procedures can create unnecessary roadblocks, hindering managers from effectively running their teams.

This dynamic often results in a damaging perception: HR is either untrustworthy or, worse, ineffective. And while staff surveys may provide a veneer of “real engagement,” they often fail to address the root causes of distrust or dissatisfaction.

The Role HR Should Play

I believe HR has a dual responsibility:

1. To understand the business and take a strategic lead in driving organisational performance and productivity.

2. To uphold the organisation’s ethical reputation, ensuring fairness and integrity in all actions and decisions.

HR cannot simply "do the bidding" of management—or staff. Instead, it must actively and constructively challenge unethical proposals or actions, even when such challenges are unpopular. People management policies, processes, and practices must be thoughtfully aligned with Equity, Diversity, and Inclusion (EDI) strategies and objectives. These must be implemented with fairness, transparency, and an unwavering commitment to upholding the organisation's ethical standards.

HR Beyond Trends

Rather than chasing the latest HR trends, models, or fads, HR must focus on demonstrating the behaviours and principles that define the profession. If an organisation’s HR department is not trusted, who can be?

By fostering trust, championing integrity, and aligning people management practices with the organisation's mission and values, HR can fulfill its true purpose: creating workplaces where people thrive, and organisations excel.