A call from the HR on a fine Saturday morning is enough to instantly make one’s heart beat faster. What could it be? The guesses may oscillate between a harmless conversation about a job well done, or an admonishment for performance issues.
Such a call is often answered with a mix of curiosity and anxiety, akin to being handed a script where the plot could take an unpredictable turn. A meeting with the HR feels more like a visit to the principal’s office. Why does this fear still persist? Whatever happened to HR managers being people’s managers?
“The HR is greatly influenced by organisational culture, leadership style and the specific focus of HR roles,” opines P Dwarakanath, former non-executive chairman, GSK. However, he quickly adds that these are also the reasons why this comparison is uncertain. In environments where HR is centred around people, inclusivity, empowerment and collaboration, employees tend to be content. In such cases, people are generally happy to respond to HR calls, even without a formal summons.
It is true that HR, in particular, plays a pivotal role in modelling a people-centric approach and promoting employee engagement in the workplace. This, in turn, leads to a motivated and happy workforce. However, just like a principal, an HR leader’s role requires a balance between strictness and compassion. “Sometimes, HR leaders may require to manage organisational performance and discipline. When they strike a balance between offering praise and providing constructive feedback, they gain respect. However, if this balance is disrupted, they may evoke fear or be marginalised,” points out Ramesh Mitragotri, CHRO, Ultratech Cement.
“The HR is greatly influenced by organisational culture, leadership style and the specific focus of HR roles. In environments where HR is centred around people, inclusivity, empowerment and collaboration, employees tend to be content. In such cases, people are generally happy to respond to HR calls, even without a formal summons.”
P Dwarakanath, former non-executive chairman, GSK
The organisation’s image, resembling a principal’s office, is influenced not only by HR leaders but also by the managerial style they adopt. Line managers often delegate challenging tasks, such as addressing underperformance or discipline issues, to the HR, expecting them to handle it. Hence, a call from the HR often triggers anxiety and curiosity among employees.
Additionally, “The HR is perceived as the custodian of cultural practices, acting on behalf of the management or CEO. When enforcing these practices, HR leaders may be seen as authoritative if they rely more on authority as influence,” asserts Mitragotri.
Such a pessimistic and negative perspective can have multifaceted implications.
“The performance and productivity of employees who don’t feel fully engaged suffer. When individuals perceive a lack of respect and inclusion, a divide between management and employees emerges. This, in turn, negatively influences productivity, diminishing the efficiency of the workforce,” believes Dwarakanath.
Additionally, operating solely from a position of authority is detrimental for both the HR manager and the overall organisation.“If individuals don’t see the HR as approachable on a regular basis for problem-solving, it can foster an adversarial relationship. In such scenarios, people tend to only approach the HR when issues escalate, and that’s not an ideal approach,” points out Richard Lobo, strategic advisor, and former EVP, Infosys.
“Maintaining regular contact facilitates better communication, allowing individuals to bring forth their concerns and find timely resolutions. The key concept that needs to be emphasises is that people should trust the HR and not wait for problems to escalate before seeking assistance.”
Richard Lobo, strategic advisor, and former EVP, Infosys
“At its worst, there can be a high element of politics, groupism and organisation working as fragmented silos. Employee morale will be hit, and over a period of time, a high attrition and low performance can be seen,” enunciates Mitraotri.
It also creates an environment devoid of positive working conditions, where employees may view their tasks as mere obligations rather than engaging with enthusiasm. The absence of motivation and engagement can result in disorientation and a lack of commitment to performing well.
Hence, maintaining regular contact facilitates better communication, allowing individuals to bring forth their concerns and find timely resolutions. “The key concept that needs to be emphasises is that people should trust the HR and not wait for problems to escalate before seeking assistance,” advises Lobo.
Simply put, approaching the HR shouldn’t be a forceful act, but more of an inviting strategy. Employees should feel comfortable approaching the HR without being prompted. Speaking from his own experience, Dwarakanath explains, “It’s about avoiding a culture of fear where one anticipates punishment, warnings, or demotions. The key lies in fostering a culture that depends on the environment one creates. That’s how I used to handle it.”
Furthermore, “The perception needs to align with operational changes that include various steps such as committing to personal change through self-awareness and soliciting feedback from others,” points out Mitragotri. Additionally, the HR must approach issues with empathy and active involvement.
“The HR should function as a collaborative partner with employees, erasing any fear. There should be ongoing engagement and communication, not just when there are signs of trouble or issues at play,” opines Lobo.
“The perception needs to align with operational changes that include various steps such as committing to personal change through self-awareness and soliciting feedback from others. Additionally, the HR must approach issues with empathy and active involvement.”
Ramesh Mitragotri, CHRO, Ultratech Cement
Moreover, employees must understand that HR can reach out for various reasons — motivation, or even recognition and rewarding of achievements. Hence, the employees should not assumed that the HR calls only for negative reasons. A shift in mindset is necessary here.
From the organisational perspective, the HR itself needs to undergo transformation, and it should communicate to the top leadership the importance of cultivating an enabling and collaborative culture, driven by a defined organisational purpose.
The HR can work to maintain transparency and clarify actions to dispel ambiguity. Sharing an instance, Mitragotri explains, “Topics such as performance assessment, potential evaluation, compensation and reward decisions appear subjective, like a black-box, to employees and even to some frontline managers. We hold meetings and discussions with various cohort groups and talk about the ‘why’ and the ‘what’. We listen to their perspectives and review areas to improve so as to make our practices better.”
Additionally, “A shift in perception can occur when the HR demonstrates a commitment to assisting rather than merely penalising. While disciplinary actions have their place, the HR should not be perceived as a stern authority figure akin to a police officer. Instead, the focus should be on being perceived as providers of help, guidance, counselling and advice,” suggests Dwarakanath.
Cultivating a culture involves not just the way tasks are executed but also how individuals are treated. By embodying helpfulness and fostering engagement and motivation, perceptions can be positively transformed.
For instance, organisations can go beyond mere surveying and actively address the identified issues — whether they pertain to basic amenities such as the cafeteria or remote-work policies and opportunities for skill development. The focus should be on making employees technologically adaptable, providing opportunities for reskilling, and aligning job roles with the organisation’s purpose to maintain engagement.
“Leaders need to exemplify trust through their actions, not just through words. It’s inadequate to claim trust in the HR if its presence is only evident during challenging situations. Building trust requires leaders to demonstrate it consistently through their actions. When trust is genuinely established, there will not be any reservations,” concludes Lobo.