Introduction

Welcome to my blog and its first installment. I’m writing this for two reasons. The first is to practice my writing. While completing my masters thesis this year I took nearly 6 months just learning to write properly. I’d like to keep this up. This blog is part of my practice.

My second reason for writing this is to poke things up a bit with a big sharp proverbial stick. I’d like to challenge, provoke and discuss some of the traditional and emergent perceptions of human resources and management practices

I don’t claim to know everything or anything. In my opinion, ignorance is bliss. Sometimes, if we fully know what we are getting ourselves into we may not do it. I like asking why? Why not? Why don’t we try it this way? Or, indeed, saying things that others might consider politically incorrect. My blog is titled 'learning to fly' because I want to learn more than what I know.

Throughout this blog I will review books and resources, argue some of my ideas around current HR practices, and propose new HR practices as food for thought. As an introduction to this, I’d like to share my general philosophy around the role of HR.  

A consultant implementing lean manufacturing practices once asked me whether the HR department should be eliminated. For those of you unfamiliar with lean practices, it involves using less of everything. Any function that does not add direct value to customers is considered a waste and the aim is to eliminate it. My answer to this question was “yes”.

Now for HR fundamentalists who have, for years now, been arguing the value of the HR function, this answer may cause palpitations. But rest your hearts. I am not out to claim that the HR function does not necessarily add value. However, I do believe that the role of the HR function is to eliminate itself to all but a basic administrative support function. Let me explain.

One of the principles of people management is leadership. The concept of leadership is a full nut to crack on its own so I’ll probably save that for another blog. However, I adhere to the principles of leadership as discussed by Bill George in his book True North (well worth a read for discovering your own leadership principles). What resonates from this book is a philosophy best summed up in this quote:

Leaders don’t create followers, they create more leaders.

Tom Peters.

With people management being fundamental to HR then it only stands to reason that so is leadership. So shouldn’t the HR department lead by example? HR is therefore not about being the process or policy police it is about empowering managers to empower their employees in turn.

The basic premise is that managers are capable and equipped with the resources to engage, empower and lead their teams. The role of HR is that of a coach and mentor. Not necessarily giving the answers or telling managers what to do, but guiding them on their own journey of self-discovery. Can you tell I’m a wannabe learning and development specialist?

This has interesting implications for the potential role of HR. The role of HR is to render them selves unnecessary. If this cannot be immediately achieved in reality then the act of striving towards it changes the nature of the HR team and the value they add. How many highly competent and, usually, well paid HR professionals do you see doing administrative work under the rhetoric of adding business value? Why not just admit that HR is an admin function and focus on empowering managers until this reality is fully realized.