HR: Stop the Word Games

It’s interesting how people plays with words these days. If you want to know the traditional definition of a word, you go to the tried and true, merriam-webster dictionary. In this information age, you don’t need to grab a dictionary, you can simply google a word and it gives you alternate places to find a definition: dictionary.com, urban dictionary, or simply type the word on google for definition.

How would you know which definition to use? That depends on which audience you are targeting. If you’re looking for slang, the urban dictionary might be your bet. Although, I don’t recommend it for anything that relates to the workplace. Case in point, if you look up the word Human Resources, the definition just seems to come from someone who hates HR to the core of their being. Depending on where they work, that may be true. However, not every HR Department is as described on urbandictionary.com.

The purpose of this blog is to explore the Word Game in the world of HR.

According to dictionary.com:

Personnel – people employed in the organization

Human Resources – the personnel of a business or organization, especially when regarded as a significant asset.

Human Capital – the skills, knowledge, and experience possessed by an individual or population, viewed in terms of their value or cost to an organization or country.

Based on these definitions, I don’t understand why there are people who have problems with these words. To blame the word for poorly executed purpose and the lack of value of the HR department is just ignorant. It doesn’t matter what you want to call it, be it People Resources, or whatever name you want to cook up, it wouldn’t change if the value and purpose of the department doesn’t reflect the intended meaning.

Even the word asset is seen as a negative word. Asset means a useful or valuable thing, person, or quality. However, some people like to focus on a particular word that makes it seem negative. Based on the definition, when we consider our employees as assets, it means that we are considering them as valuable people. What is wrong with that?

Job Titles are also subject to word games. Changing your title to People Manager, People Happiness Officer or whatever “cool name” you can think of, it doesn’t change the fact that you still work in Human Resources. Besides, aren’t people, human?

We need to be cognizant of the work that we do as HR Professionals. Until we can show the value and the purpose of the work that we do, changing the name of our department or our job title just seems foolish and simply playing a game.

As Human Resources professionals, let’s show and treat our people (personnel) like a true asset (valuable people) in our organization. Rather than playing the word game, let’s find ways to truly engage them, let them understand the value of compliance, and show them our true purpose of having a memorable employee experience – be a true HR advocate. This means taking care of people. The organization cannot succeed without its human capital.

If you feel uneasy about the word advocate, you may want to read my fellow #HRTribe, Tamara Rasberry’s blog post: “When Did ‘Advocate’ Become a Dirty Word”.

Photo Credit: http://www.wordgames.com

#HR

HR Pros: Emotional First Responders?

On January 4, 2018, well known author, speaker, and HR professor Dave Ulrich tweeted: “In a world of increased uncertainty and change, aspiring #HR professionals are emotional first responders who help organizations and people not only survive, but thrive.”

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According to Merriam-Webster the definition of a first responder is a person (such as a police officer or an EMT) who is among those responsible for going immediately to the scene of an accident or emergency to provide assistance.

So, an emotional first responder is a person who is responsible for assisting a person’s emotional well-being.

 

As an HR Pro for decades, I related to what he said because I often found myself in this role. It’s not an exaggeration to say that many of us in HR often feel like we’re also serving as psychologists and social workers. I am a firm believer in Human Resources assuming a place in the organization that enables its practitioners to relate to employees as people rather than disposable assets. Employees endure a wide range of emotionally charged situations that may or not may not be related to work. Either way, it is our responsibility as leaders and HR professionals to help them navigate through these emotions. We must cultivate both a sense of fundamental compassion and decency, and the ability to minimize the impact of difficult individual stressors on others in the workplace.

I was the emotional first responder in my workplace during the 9/11 event. I was with an aviation company at the time, so the sense of shock and dismay was particularly palpable. I gave my staff time off and I went to work to contact our employees and

I was the emotional first responder when one our staff called in to our receptionist threatening suicide.

I was the emotional first responder when a harassment claim/discrimination claims hit my desk, and when I was tasked to fire a single mother on Christmas Eve (a separate blog on draft for this)

The #MeToo movement taught us that sexual harassment and other discrimination affected many workplaces. At the very least, HR should be the emotional first responder. If only courageous practitioners had provided emotional support instead of financial payoffs to the victims of perpetrators like Harvey Weinstein and Matt Lauer, there would have been less victims and perhaps criminal investigations could have been filed in a timely manner for those who were sexually assaulted. If they were worried about public relations, the damage to the organization’s brand will be less severe than they are now.

During the hurricanes of 2017, HR pros served as emotional first responders – helping and reassuring employees of their jobs, providing timely paychecks, and helping employees access resources within their communities.

HR is already the procedural first responder when it comes to worker’s compensation claim, disability claim, leave of absence, or bereavement. Serving as the emotional first responder in the face of such events should come naturally to us, given the potential effects on employees’ mental and emotional health.

Psychologist Guy Winch identified society’s expectation that we should “get over” psychological wounds, despite that fact that emotional injuries can be just as crippling as physical ones. We need to learn how to practice emotional first aid. Here are 7 ways to do so: https://ideas.ted.com/7-ways-to-practice-emotional-first-aid/.

What I have learned from HR Leaders like Dave Ulrich, Mark Crowley (author of “Lead from the Heart”, and Steven Browne (author of “HR on Purpose”), when we care about the emotional well-being of our employees and not just maximizing profits, we can help prevent burn out, minimize job stress, and create an organizational culture that cares about people. When employees feel that the company cares about them, they will reciprocate with hard work and loyalty. What makes best employers is not who pays the most, but who cares the most. If you look at who made best employers year in and year out, it’s about who provided the best benefits and perks like flexibility, healthcare, paid time off, professional/personal development, etc. To learn more about these HR Gurus follow them on Twitter:

https://twitter.com/dave_ulrich

https://twitter.com/MarkCCrowley

https://twitter.com/sbrownehr

JhukariPS. This blog is dedicated to my first HR Mentor, Joan A. Hukari, SPHR (picture on the left). Sadly, she passed on January 13, 2007. She was my emotional first responder when I was a HR novice. She mentored me, sent me to HR workshops and very forgiving when I made mistakes and had my back when upper management tried to throw me under the bus. She inspired me to get my college education and gave me flexibility (before it was even a thing when I had difficulty with my first pregnancy. The benefits she put together for our organization were the richest I know, even in this day and age. I am forever thankful for her guidance and her big heart for the employees she worked with. It wasn’t a surprise to me that at her memorial, there were several HR practitioners who credited her for being their mentor. She was the one who encouraged me to be part of #SHRM.