Mark Stelzner

To describe the current state of the business world as “volatile” is a gross understatement. Between continued COVID uncertainty, the undulation of the stock market, whiplash from start/stop hiring, the ongoing impact of Russia’s attack of Ukraine, and the unimaginable loss of individual choice with the recent SCOTUS decision , it’s difficult to move in any direction with confidence. As business executives struggle to devise a strategy that will help bolster their top and bottom line, most are simply trying to define a viable path forward.

Tightly tethered to this rocky boat is HR. We’ve been tasked with emergency employee benefits , employee retention, critical development, attracting top candidates , supporting reorganizations, adjusting to ever-changing legal and regulatory controls, flexible worksite strategies, competitive pay, AND…. FTE reductions, lower cost service delivery, better employee experiences, new tech, and improved business partnering. Sound contradictory? That’s because it is – and the seemingly impossible nature of this ongoing mandate is taking a toll on HR professionals that a branded seasick bag and a few PTO days won’t resolve. Every HR leader that I’ve spoken to has expressed burnout – the stress and exhaustion in their voice is palpable as they struggle to meet these expectations while caring for their teams. Teams, I would add, who shoulder an increasingly disproportionate burden to keep the day-to-day running amid massive transformations, frequent board demands, and ever-changing directions.

While unrealistic expectations are certainly a key driver of challenges for HR, the struggle is exacerbated by the way HR has traditionally structured its approach. HR has historically fought against a reputation for being reactive, not proactive; of being transactional, not strategic. I’m tired of this conversation, yet it still persists. When I reflect on why, it’s likely due to a perceived lack of speed and agility.

There will always be unforeseen circumstances that will require HR to move quickly and decisively – legislative shifts, disasters, imploding executives, or maybe a sudden offer to purchase the company . When these things happen, HR is expected to respond swiftly, yet we are often marginalized to a supporting role or cast as the compliance police to explain why you “can’t do that” because “it’s illegal.” Yeah…. that one. This perceived inability to analyze, adapt, and move forward is damaging to both HR and the business. At best, it reinforces the belief that HR does not have the skills to make the difficult decisions in a timely manner; at worst, it suggests that HR does not have the courage.

The silver lining is that many HR leaders see this as a catalyst for rethinking their HR operating model . They recognize that this confluence of economic, cultural, social, behavioral, and legislative pressures provides the opportunity to move in lockstep with, and not reaction to, the business. Built on a strong technical infrastructure that encourages employees to own their careers, a shared services or outsourcing model to carry the transactional load, a skills-centric approach to dynamic talents and teams, and a people leader philosophy of continuous conversations and learning, HR is freeing up capacity to create global pools of highly trained resources who can be provisioned in real-time. This means prioritizing the work HR’s best people should focus on, full stop. This is HR self-care at its finest – by focusing on the activity that brings value to the business , you can also bring meaning to the HR professionals navigating through the storm.

HR is once again at a crossroads – fight through the same way it always has through hard work and long hours; or find a new way to work. I for one am rooting for HR to emerge from today’s volatility looking much different than it does today – agile, strategic, and ready to take on any challenge the business, or the world, may throw its way.

With warm regards,

— Mark Stelzner

Founder/Managing Partner/Cheerleader, IA

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Mark Stelzner

Atlanta, Georgia, United States 13K followers 500+ connections

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