With many in HR bemoaning the fact that there are now fewer HR directors who do have a place at the boardroom table, acting as the executioner's assistant creates something of a dilemma. If this is a contribution that gets HR up close to the tough decisions that senior executives are making, then it's hard to turn down the opportunity to be involved, even if involvement is only at a distance. Of course, it's also a role that HR can't turn down.
The role is central to a business's ability to reduce headcount and cost when viability is fundamentally threatened, and at the same time uphold values that keep it recognised as a ‘good' employer. It also needs to leave remaining employees in a fit state to carry on contributing, rather than reeling from the way that cuts have been carried out.
It's not our intent to belittle or criticise the role of executioner's assistant for HR. This is a vital contribution. The challenge is how can HR do a good job as the executioner's assistant without it consigning HR to solely being a provider of transactional services?
In recent years HR professionals have worked hard to establish themselves as strategic contributors in their organisation. This is shown in part by the introduction of business partnering in many HR functions, and from the debate in the HR press about HR securing a place at the top table. For those HR directors that have gained strategic credibility and have become a valued part of the executive decision-making, working as the executioner's assistant risks pulling them right back into operational delivery.
Many line managers are grateful to HR for carrying out the executioner's assistant role as it can often reduce their involvement in ‘difficult conversations' with redundant employees. The risk here is that line managers will relinquish responsibility for good people management and let HR get pulled back into the quagmire of transactional HR.
In practical terms, this means that HR professionals must continually demonstrate the appropriate mix of personal credibility, HR service delivery and business leadership. Personal credibility is what opens the door and gives the chance to be heard. HR service delivery then shows that HR is a reliable contributor that then earns the HR professional the right to contribute to the key discussions and decisions about the future of the organisation.
It is important to remember this is an issue for both HR and line managers. People in the line need to make sure they are getting the right kind of value and that can go far beyond managing the exit route. Line managers should be challenging their HR colleagues to make a deeper contribution while continuing to play a vital role in ensuring the organisation's viability.
So if working with the axe has been keeping you busy, just make sure you don't lose sight of your own survival...
Ed Griffin, Mike Alsop and Grahame Smith are development partners at the Breathe Partnership. working in the areas of business leadership and strategic HR
