I’ve been working in HR for over 16 years now, which is quite interesting given that my first degree was in Optometry. I mention this because early in my career, an HR director could see beyond my previous experience and knowledge, and helped me develop my career in the world of Human Resources. Since then, my goal has been to do the same for people within organizations who wish to grow professionally, always trying to look a little further and providing them with the tools they need to succeed.
Rethinking HR mistakes: Why Managers Buy-in Matters
Throughout the years, I’ve seen all sorts of situations, and recently, I’ve spent a lot of time reflecting on the mistakes that we, as HR teams, tend to make in organizations. I wondered why, sometimes, HR processes end up being merely transactional tasks on the middle management’s agendas. Then I realized something fundamental: in HR, we often think from the outside in, focusing on hygiene factors rather than transformational ones, when we should be thinking from the inside out. This was my “aha” moment, where it became clear: the true partners of HR and key players in organizations are the managers.
Nothing that we conceptualize, build, or implement in the People department makes sense if the manager doesn’t own it, doesn’t understand it, and doesn’t dedicate the necessary time and attention to it. Without that commitment, all the information gathered through these processes becomes meaningless and is useless when it comes to making smart decisions regarding the organization’s people.
Nothing that we conceptualize, build, or implement in the People department makes sense if the manager doesn’t own it, doesn’t understand it, and doesn’t dedicate the necessary time and attention to it...
Key Areas of Improvement in HR and Management Teams
I often ask myself what are those “pain points” that prevent managers from properly implementing HR processes. All of us working in HR know that if these processes aren’t carried out correctly, the information we obtain will be irrelevant, and the decisions we make regarding talent will be flawed. And in the end, isn’t that what all companies strive for? Managing and retaining their talent effectively?
From my perspective, if the People department wants to achieve different results, we must start doing things differently. Here are some of the key "pain points" and recurring patterns I’ve observed over time that hinder better outcomes:
The Role of the HRBP
Let’s be self-critical and acknowledge that, in many cases, the role of the HRBP acts more like an assistant rather than a true partner. Instead of challenging, adding value, and disagreeing when necessary, the HRBP sometimes merely executes orders. For People strategies to truly drive business objectives, it’s crucial for HR to have highly qualified professionals with a deep understanding of HR and well-developed skills to influence, challenge, support, and guide managers in making decisions about their teams. Unfortunately, this doesn’t always happen, and the HRBP becomes a servile figure, simply following the manager’s orders, missing the opportunity to create positive change and add the value the company needs. Let’s remember that the goal is to retain talent, if HR cannot create spaces of trust, and offer the necessary knowledge and tools, the manager will never be able to elevate their team to the next level. This is about people, but it’s also about results.
Focus on the Role of the Manager
Many managers step into their role without having a clear self-perception, personal leadership, or an understanding of how to manage their insecurities. They assume their position without having developed the key skills required to lead teams or having the necessary tools. In many cases, they don’t realize that their primary responsibility from that moment on is managing their team, not just applying their technical knowledge. This is where HR has a lot of work to do, not only by explaining the “whys” of the processes but also the “for whats.”
Common Challenges for New Managers
From my point of view, some of the main friction points a manager faces when they begin leading teams include:
- Expectation management and goal setting, which determines whether the team achieves the performance desired by the organization.
- Development management, which involves guiding the team toward their future goals, empowering them, and helping them reach the next level. This is crucial for helping them develop their career plans or become part of a succession plan, even though company limitations often mean this isn’t always possible.
- Conflict management, especially when it comes to having uncomfortable conversations about performance, development, or communication. Providing constant and honest feedback is essential.
Middle management is a key figure in any organization, as it bears the pressure of both the team and the boss. The latter also plays an important role in ensuring that the friction points mentioned are minimized and that things run more smoothly. If the manager has a leader who doesn’t lead, influence, provide visibility, or communicate difficulties, retaining talent and achieving success for the People team becomes much more difficult.
The Path to Success: A Balanced Relationship between HR and Management
I’ve come to the conclusion that the relationship between HR and middle management should be more balanced, reciprocal, and bidirectional. At the end of the day, it’s the managers who need to apply the tools and processes designed by People for better talent management. Without them, nothing we do in HR makes sense or will be useful in retaining the people we want. Only if we anticipate, change, and do things differently will we succeed in elevating the organization and providing added value to those who work in it.
And I know many of you might be wondering: nice words, but how do we actually do that? Well, stay tuned for future posts where I’ll share a little secret… because it can be done!