In a recent article gleefully titled “Worse Than Going To The Dentist? Nearly 90% of employees fear HR,” Labor Union News reported on a survey conducted by MyPerfectResume, calling it “a shocking new report,” where a “whopping 86 percent of workers are afraid of their human resources representatives.”
The survey, MyPerfectResume’s HR Perception Report, details nearly 1,000 respondents’ views about HR. The report found that 85% of respondents also hesitate to discuss work-related issues with their HR representatives.
This hesitation stems from perceived ineffectiveness of HR, lack of approachability, and lack of confidentiality (each cited by 37% of respondents). Workers also cited a fear of repercussion (31%) and a preference to solve the issue alone or with a manager’s help (31%).
While not exactly flattering, the results are hardly “shocking.” HR has long struggled with its reputation, as documented by a string of academic research. However, leading companies have been successful at elevating the function and younger employees have a more positive view of the role of HR.
How did we get here?
While modern HR has emerged as the organizational leader for talent acquisition and retention, employee experience and wellbeing, learning and development, and DEI – all functions that most employees recognize and benefit from -- HR struggles to overcome reputational obstacles including:
- Lack of understanding by employees of the breadth and purpose of HR;
- Employees’ past, unsatisfactory experiences with HR;
- Outdated perceptions of HR as merely “rule-enforcers” charged with hiring and firing; and
- Increased remit of HR Departments coupled with lack of resources.
What’s at Stake?
Clearly, employee confidence in HR is a priority for CHROs who shepherd company culture and serve as caretakers of employee trust. Leading companies have elevated the function to address many of these concerns, but unresolved employee concerns risk destroying positive organizational culture.
It is important to know, however, that unions and other stakeholders are also prioritizing employee views. As the Labor Union News article conveniently concludes, “From an employee relations standpoint, if the vast majority of workers fear going to their HR department, is it any wonder so many are turning toward unions?” The rise of employee voice as an issue is just as important.
How can CHROs shift the tide?
Nurture the next generation of employees. Much of the negative reputation of HR is created by bad experiences in previous jobs but research published in Organization Management Journal on millennials and Gen Z indicate that, within this group of workers which will represent 75% of the workforce by 2025, “perceptions of HR are changing and quite positive, with the majority of these perceptions originating from personal experiences. In fact, the vast majority of respondents not only felt positive about HR but also like and trust their HR representatives.”
The study separately surveyed undergraduate business students and recent college graduates entering the workforce. Both groups indicated positive feelings about HR with 69.8% of students expressing positive views and 71.9% of recent graduates feeling positive about the HR function. Those entering the workforce expressed trust (83.6%) and comfort discussing issues with HR (79.1%). As the researchers note, “Perhaps this is because students nearing graduation are actively job searching, thus dealing with HR on a more regular basis than those employees of the [student] sample who may not have recently dealt with HR as prominently.”
Gen Z in particular is identified as the cohort that “may change work forever.” With a personal desire for greater job mobility, role variety, and workplace flexibility, these employees value aspects of work that fall within the purview of HR, especially as technology considerably changes work. As the report observes, “Individuals in these age ranges often view themselves as capable contributors and change makers. Thus, they seek meaningful work, adequate fit in a good team, autonomy in decision-making, appreciation, feedback, work–life balance, ability to make a difference, valued relationships based on trust and respect, coaching/mentoring and career growth options.”
The research concludes by highlighting the difference between perceptions developed through personal experiences vs. rumors and stereotypes noting that “those with more experience…based their negative perceptions less heavily on rumors and stereotypes (11.8%) than those with presumably less experience (54.5%). This notion may further support the discussion above that HR could best benefit from creating a positive presence early in professionals’ careers.”
Educate on the role of HR. A second significant finding of the study on the attitudes of millennials and Gen Z identified a lack of understanding of the broader role of the HR department within the organization. “The most common perceived function of HR is staffing, followed by employee management.” Respondents went on to list “hiring/firing; protecting the company from lawsuits; completing performance reviews and disciplinary actions; negotiating employee pay...” but were less aware of the role HR plays in talent development and organizational strategy.
HR should consider opportunities to educate employees on the roles that HR plays “beyond just the visible ones, as well as the importance of the HR function and how it benefits employees and organizations. As previously suggested, perhaps the problem lies not in perceptions, but in misunderstanding.”
Leverage artificial intelligence and technology. AI holds significant promise for business workflows. As HR is asked to do more with less and employees are demanding consumer-grade convenience, CHROs can leverage AI to help.
In a recent HRPA webinar “Leading AI in the C-Suite,” CHROs highlighted ways they are using AI to handle time-consuming work and showcased new AI-based products designed specifically for HR.
Integrating and leveraging AI to handle administrative functions, such as HR chatbots that can provide employees with immediate answers to their HR questions, can free HR departments to focus on the employee engagement and wellbeing strategies that change attitudes. AI can augment HR and free HR from the administrative duties to focus on the “human touch.”
Lean into the “human touch” and supportive role. Focusing on employees’ lack of confidence in HR, a Harvard Business Review article outlined key roles of HR that will enable them to break free of being viewed strictly as compliance officers or company “police.”
HR has the opportunity to play a supportive role as an employee advocate, helping employees navigate their careers and their day-to-day work experience. These high touch functions will be increasingly critical as workplace automation expands.
Integrate employee voice. The increasing expectations of employees and their voice in the workplace presents an opportunity for HR to shift the tide of employee perceptions of HR. This has immeasurable benefits to how employees perceive their employers and their belief in the company’s purpose. It also helps with union avoidance. While avoiding unions may not be top of mind, HRPA’s CHRO guide, “Evolving Role of the Employee Relations and Labor Relations Functions,” lays out the intersection between these HR functions.
“Whether or not gains in union membership are achieved, current and future generations of workers expect a seat at the table and a voice in the company’s direction. This may not take the form of unions, but of ERGs, social media channels, open town halls, and more consistent, direct communication with management.” As one leader warned, “the leverage has shifted.”
Pulling it all together. CHROs serve as a critical connector between business strategy and people strategy. Making sure the HR function executes at a higher level and is driving important organizational outcomes, while being connected to the needs and perceptions and employees, will go a long way toward changing the misperceptions about HR.
