Keeping The “Human” In Human Resources:
Abstract
While there have been many discussions over the last 20+ years about generational diversity in the workplace, these discussions have focused primarily on generational differences among employees. There has not been much discussion about generational differences among HR professionals. It has been a growing trend in the last several years for HR to become detached and distance itself from many issues, both personal and professional, that involve employees in the workplace. There is also evidence suggesting that different generations of HR professionals approach this matter from distinct perspectives. This article explores this trend and offers recommendations on how to “humanize” Human Resources so that it is once again more in-line with creating a work environment that is inclusive, collaborative, engaging, energizing, and ultimately, that leads to a win-win relationship for both the company and the employees who work for it. Literature Review In the last several years, various articles have addressed this dilemma on both sides of the issue. While many of these articles advocate for a return to the “humanization” of Human Resources once again, others more readily embrace the technology and the more transactional approach to HR Management. A February 2019 article from Integrated Success, an HR & coaching organization, gives a historical perspective on this issue, and while recognizing the importance of integrating HR and technology, also states that: “The modern workplace descended from the Industrial Revolution, with its relentless push for ever-greater productivity. People were seen as tools; extensions of the machines they operated. Compassion and the human connection were actively engineered out of the system. As laws shifted, management became concerned with avoiding penalties, and the typical Human Resources department focused on compliance. For many leaders, it became preferable—and probably easier—to keep some distance from employees. But consistency and compliance, if taken too far, can result in serious unintended consequences”. (Integrated Success Team; 2019). In a recent article appearing in the Harvard Business Review there is a call for a balanced approach between a people-centric approach and technology, stating the case that: “Organizational leaders are going to face many choices when it comes to smart tech in the near future. Commercial applications using smart tech are available off-the-shelf for every department from communications to accounting to service delivery. It will require informed, careful, strategic thought to ensure the technology is used to enhance our humanity and enable people to do the kinds of relational, empathetic, problem-solving activities we do best.” (Fine & Kantner, 2022) An article in the Armenian HR Association states that: “The ‘human’ in Human Resources is sometimes missing in an HR department. Keeping the ‘human’ in your company largely depends on how fair policies are, how competent HR members are, and how influential HR mentors are. The daily work of HR can influence employees to see whether or not the HR department has a humanitarian part. There are three important things HR can do to keep the human in Human Resources……. provide fair and reasonable policies; proficient services; trusted and influential mentors”. (Elkhechen, 2020) In the HR Exchange Network, there is an advocacy for the integration of moral justice and ethical behavior as a direct influence upon HR and goes on to say that: Human Resources is primarily responsible for upholding organizational justice. By providing a formal process through which employees can voice dissatisfaction with work conditions, employment actions or treatment, Human Resources helps keep “human” in the workforce. Human Resources must also identify patterns that lead to recommended organizational improvement. (Perimenis, 2020) And finally, one of the consequences of HR technology that may one day be a “reality” whether we agree with it or not, is presented in a recent article in the “Walk Me Blog”: “A large global hedge fund announced it would replace managers with artificial intelligence. As part of an attempt to standardize and improve key management duties, Bridgewater Associates enlisted a team of software engineers to develop a tool that would automate daily management of the firm’s employees. Among its key duties, the software would be responsible for hiring, firing, performance management, and other strategic decision-making for the $160 billion company. Ray Dalio, Bridgewater’s founder, said beyond the benefits of fewer errors and greater efficiency, the software would eliminate the consequences of volatile human emotions, according to The Guardian. It’s true that your emotional state can influence how you communicate and make decisions. But is removing emotions from management really the answer? Moreover, are computers equipped to manage the nuances of employee development, provide feedback, identify skill gaps, and motivate staff? In the age of digital transformation, where should you preserve the human element, and where is it OK to go totally digital?” (Walk Me Team; 2023). Perspective #1: People who have worked in the field of Human Resources for 40+ years in high-level executive positions seem to be acutely aware of the trend previously described above, which has become more prevalent and noticeable in recent years. Simply expressed, this is the perception that some HR professionals have lost sight of one of the most important factors that should have always been a part of HR, but which for some reason has instead become unfashionable, and in some cases, even appears to have fallen completely by the wayside. In other words, the belief that one should do everything possible to “keep the human in human resources” has become diluted. While this can be interpreted in many ways, and in the interest of avoiding any ambiguity or uncertainty, HR professionals should not lose sight of utilizing good emotional intelligence, i.e. empathy, compassion, respect, equity, and yes, “humanity”, in their dealings with employees. In this age of amazing technological advances in all areas of business, including HR, starting with fully automated payroll services that can generate dozens of types of reports in minutes, HRIS, artificial intelligence, ChatGPT and so forth, some HR people may run the risk of becoming a little complacent or jaded. Because of this, they may somehow be giving their employees the impression of having lost sight of the “human touch”. HR professionals must be careful not to lose sight of this important characteristic, which has long defined our profession. While these and other technological advances are marvelous timesaving and accuracy-verifying methodologies, HR professionals should not dismiss how a friendly smile, a warm greeting, a simple “good morning”, or a brief daily visit to employees’ departments simply to touch base, can go such a long way toward building better relationships, collaborations, and strong teams, which in turn leads to better productivity and profitability as well. HR professionals should not reject HR-based technology or return to an “old-school” mentality, but instead should consider that keeping more of a balance is the most equitable way of conducting business. The vast majority of HR professionals have readily and willingly embraced many of the recent HR technologies and both recognize and appreciate their value and usefulness. At the same time, they must also acknowledge that the “human touch” in HR should not be marginalized, diminished, or disregarded either. As stated by Dilosi: “Employers can balance technology and staff engagement……by prioritizing clear communication, providing training, involving employees in decision-making, offering flexibility, recognizing achievements, ensuring well-being, fostering autonomy, avoiding micromanagement, assigning meaningful tasks, balancing innovation and stability, organiz