Your Wonderful, Terrible HR Life

    Actually, you say you are all of those things -- and a lot more: strategic business partner, financial counselor, employee advocate, management envoy, legal authority, event planner, morale booster, shrink, bureaucrat, bookkeeper, budget analyst, benefits counselor, talent scout, keeper of records, and dispenser of job offers, pay raises, pink slips -- and hankies.

    Every June, in Workforce magazine and at Workforce online, you share your stories, tales that speak poignantly and honestly about the range and nature of your work, your challenges and joys, your bad days and your good.

    This year you came through in greater numbers and with more candor than ever before. You told us heart-wrenching stories about having to lay off people who had terminal diseases, conducting exit interviews with sobbing workers, dealing with sensitive transgender issues, and coping with family tragedies.

    "I was driving back to work from a lunch break and saw a former employee who had been let go due to an extended leave that surpassed boundaries, begging on the side of the road. I knew he had two young girls at home that he and his wife had adopted several years before. It broke my heart."

    And you candidly shared your own human frailties and personal mistakes:

    "I messed up on payroll for about 300 employees," one person volunteered. "I cut the checks on the wrong date. I had to come in at 4 a.m. to correct the problem. As I thought I was finishing up, I noticed a computer problem. When voiding the first checks, none of the deductions credited back. Everything was off. It was the longest and worst day of my life."

    You also expressed the pride and joy you feel when people around you pull together to get a big job done, and when people express appreciation for your work.

    "My best day in HR came after a long, exhaustive struggle with an insurance company on behalf of an employee who was trying to get approval for an oxygen-measuring machine ... to keep her asthmatic daughter from ending up in the emergency room. When I informed the employee that a machine was approved, she cried, and I cried, and it was wonderful."

    And from a manager who recalled facilitating a company retreat: "People worked on a (mission) statement for the company that reflected the true heart of our employees. When you tap into an employee's soul, you receive an incredible amount of loyalty and buy-in to your organization. It's something that can't be bought or taught. It (can be) ... an almost sacred experience."

    This year, the vast majority of survey respondents were women -- 85 percent. About half -- 49 percent -- were under the age of 40. Most of the more than 200 survey participants -- 70.8 percent -- have worked in HR for more than 5 years, 21.5 percent for 10 to 15 years, and 20.1 percent for more than 15 years.

    When asked how HR affects key management decisions, 42.2 percent said they were full-fledged participants, 43 percent that they were consulted on important issues but weren't regulars at the executive management table, and 14.8 percent said they were typically left in the dark.

    On questions about on-the-job violence and media reports on related trouble in the workplace, 36.1 percent said they haven't been affected at all. But most said they've made some changes: 26.5 percent have more security; 23.1 percent do more pre-employment screening; and half -- 49 percent -- said they pay more attention than they once did to workers who seem unhappy or angry. Thirteen percent have actually experienced violence at their companies.

    Not surprisingly, the recent economic slowdown has had a palpable impact on many in HR: 23 percent have had to lay people off in recent months; 37.8 percent have slowed hiring; 34.5 percent said they have fewer resources for projects such as HRMS upgrades and critical software training. Despite a cooling economy, however, 34.5 percent said their company hasn't been affected by changes in the economy at all.

     This year's participants came from a wide range of industries, from the military to mental health. Many (24.4 percent) came from manufacturing/software/systems, the government/military/nonprofit (14.1 percent), and the services sector such as health (12.8 percent). Other industries included travel, entertainment, hotels and restaurants, commercial food processing, the Internet marketplace, logistics, social service agencies, and education.

    In this year's survey, participants were asked for personal comments about HR, and they wrote up a storm.

    Here are snapshots of their responses:

What is the biggest misconception about a career in HR?
     Given an anonymous opportunity to grumble and complain, many of you did. "The biggest misconception is that HR is fun and you get to work with people," one person groused. When people think HR, they "don't think about layoffs, demotions, people being passed over for promotion, harassment complaints, personality conflicts, and all of the other things that show up at the door of an HR practitioner."

    Of all the people who responded, no one said HR is easy. Nor was there any agreement on HR's role in the workplace. "One misconception is that you will have a seat at the table," some said. Others had quite a different view: "The misconception is that HR is administrative rather than strategic."

    Other responses:

• "That HR can function as a separate entity from the rest of the company."

• "That HR has no intrinsic value and eats budget money."

• "That it is all warm and fuzzy communications with the workers. Or that it is creative and involved in making a more congenial atmosphere for people at work. Actually it is both of those some of the time, but most of the time it is a big mountain of paperwork which calls on a myriad of skills besides the 'people' type. It is law, accounting, economics, philosophy, and logic as well as psychology, spirituality, tolerance, and humility."

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What's the smartest thing you ever did in the course of your HR career?
     Of all the questions you answered, none prompted a more unanimous response. Over and over again, you said that the smartest thing you did was to continue learning by going to school, earning degrees, upgrading skills. Many mentioned receiving SPHR certification. Several stressed the importance of changing jobs, and of knowing every facet of an organization.

    "Finding out firsthand what line people think," one person said. "I made pizzas. I made tacos. I sold merchandise. I counted trees. I negotiated land deals. I learned the business of my (internal) clients and I learned to talk their language."

    Other comments included:

• "Embedded my ethics into my work and allowed the feminine aspect of me to shine in my work instead of hiding it behind a corporate 'suit.'"

• "Learned to be generalist, all aspects of HR...Moved to a company where HR was active in management."

• "Started employee-recognition programs. The simple act of recognizing an employee's performance in front of their peers can make all the difference when it comes to productivity and retention."

Tell us about your worst day in HR
     Survey respondents particularly liked this invitation. And it is understandable. Many have experienced dreadful and dangerous days that only their HR colleagues can truly comprehend.

     "On the first day of my new job, I had to fire an employee whom I'd fired in my previous job," one recalled. Another said simply, "Having to conduct six exit interviews in one day and then having my boss conduct mine!"

    A person in the food industry remembered the day she had to terminate a butcher with a drug problem. "He was very moody and aggressive. When he entered my office he had on his knife belt..."

    Many mentioned terminations and union problems, losing court cases, and receiving official charges in the mail from the EEOC. Some talked about handling sexually sensitive issues. "My worst day was when a male employee came into my office and announced that he was beginning a 'transgender' process, which included coming to work dressed as a woman." And, "Counseling two transvestites about appropriate behavior and appearance at work."

    But it was the stories of violence and illness that often were the most compelling. One respondent talked about the day her HR administrator's "estranged 6-foot-4-inch, 250-pound husband came to work, drunk, high on steroids, and wielding a knife."

    Other memorable stories:

• "My worst day was with an employee with emotional problems. She was picking fights with people because she thought she was being possessed by evil spirits dwelling within others. While we were talking, she slithered to the floor and began writhing and flicking her tongue out, as if she were a snake."

• "When I worked in a department store and had personnel and store operations reporting to me. One of my security staff was stabbed by a shoplifter. She survived, but all of my security people handed in their resignations."

• "Letting go someone who'd just received a cancer diagnosis."

• "Having to terminate a large group of tenured employees for e-mail abuse, specifically pornography. The investigation was massive and the content pretty horrific."

Tell us about your best day in HR
     Everyone needs a pat on the back. HR people often are more likely to give the pats than to receive them. So it isn't surprising that many respondents said that their best day was when they received a thank-you card or flowers, or some other form of appreciation or acknowledgment for a job well done.

    Many expressed thoughts like this: "Every day I'm able to help an employee make his or her workplace a better place is the best day in HR."

    Respondents took pride and satisfaction in helping to recruit good people, seeing them promoted, designing higher pay scales, saving companies from expensive lawsuits. But the best days were more personal.

    "The night Arthur got off his night shift in shipping and came up to my office for a cup of coffee. 'You know I own a house? Twenty years ago when I was running in the streets, it wasn't even a dream of mine. I would never have thought I'd own a house of my own. This job's made it possible.' "

    And from others:

• "I was given a large and unexpected pay raise."

• "Strangely enough, the day after a major layoff. I'd been given two weeks to reduce head count 30 percent. A large number of employees and members of the leadership team complimented our group on our thoroughness, organization, and compassion. Dealing with affected employees and survivors, it was probably the toughest thing I've had to do in my career, but it was really gratifying to know that we had preserved the dignity of everyone involved."

• "The day I passed out $100 bills to employees who'd completed a training program. At first they thought they were pink slips."

What's the best thing you ever learned about HR from an employee?
     "Tell the truth 100 percent of the time. Whatever you do, DO NOT LIE!"

    Answers to this question tended to be short and direct. "Don't offer advice unless asked." "Every day I have the opportunity to change someone's life." "Always maintain a sense of humor." "When you treat employees with respect, no matter what their position is in the organization, they will come through for you."

    "That I can make a difference in someone's life just by listening and offering honest feedback." "Never make assumptions about anyone." "Listen, listen, listen." "Don't gossip; be patient." "Don't sugarcoat bad news." "Don't assume anything."

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Have you ever creatively broken your company's rules to accomplish something you thought was important?
     Although more people said they operated under the assumption that it's easier to ask for forgiveness than to beg for permission, several did say they wouldn't under any circumstance break rules. Dozens more, however, shared experiences in which the voice within won out.

    "An applicant who came to us from a homeless organization confessed during the interview that he had a criminal record," one respondent related. "Normally, I would have declined to hire him, but I could tell that he had come clean, was sincere, and really needed an opportunity. After a lot of consideration, I recommended him for hire.

    "He worked in a position in the warehouse where he stocked shelves with equipment and swept the floor. His love for his work was apparent to everyone. Within three months he received the Employee of the Month award and became a company spokesman to the community. He worked hard, was honest, and was a truly good person. Although I can say that I wouldn't do it for everyone, sometimes you have to trust your gut and take a risk."

    Others offered these comments:

• "No. To break the rules here usually costs you your job."

• "Sure. The most creative way to get around some policies is to formulate a work group or task force to brainstorm ways of achieving an outcome."

• "Comp time. I have often allowed my HR employees to flex their schedules to accommodate things that they have going on."

What one cost-cutting idea that's worked for you could other HR professionals implement immediately?
     Though respondents came up with many creative ideas, a general theme emerged: the Internet is a good and affordable recruiting tool.

    Other ideas included:

•  "High-attendance incentive program where employees earn 'banked' hours with 100 percent attendance that can be used for emergencies, and hours not used are paid out at the end of the year. Our absenteeism rate dropped from 3.56 percent to 2 percent in less than a year."

• "Training in-house is much cheaper than sending everyone out to seminars."

• "Use a digital camera instead of requesting new hires to submit a printed photo. No development costs or waiting time."

• "Use self-funded insurance."

• "An employee-referral program."

• "Hand-written notes and computer-made certificates have an impact on morale way beyond their cost."

• "Recruit on the Internet!"

• "Instead of providing full relocation to college students, give them cash. They will move themselves, have cash in pocket, and think more positively about the company. In my workplace we saved about $5,000 per student, $100,000 annually."

What one long-term money-saving idea won you kudos from top management?
     It was a question that one incredulous HR professional simply couldn't relate to. "Kudos from management?"

    Many others shared concrete ideas:

• "Researching and applying for state training grants."

• "Billboard advertising at the intersection of two major highways."

• "Web recruitment. Costs have dropped and applicant pool has grown."

• "Really shopped around for insurance companies even though it's the most boring job on the planet. Some companies are a little better, a little more flexible, and a lot cheaper."

• "Welcome alternative work schedules and grant more flextime."

If you had your HR career to do over again, what one thing would you do differently?
     Surprisingly, several people responded, "I would not change a thing." But there were a few who grumbled, "Not go into HR."

    Other popular responses included: Gotten my degree sooner. Started my career earlier. Stayed out of management -- too much stress from execs. Gotten an education in HR. Learned to listen better. Not argued with senior management about issues that really weren't important. Changed jobs more often.

What one piece of advice did you receive that made a difference in your career?
     Once again, themes emerged, particularly thoughts about getting an education, finishing a degree, listening more. "Paper wins" and "Document everything" also were frequent responses. Several answered with brief comments, often with an exclamation mark: Innovate! Network! Care! Never settle!

    Other advice:

• "Know your employees, and let them know you care about them."

• "Fire someone in the first 30 days of your employment. It establishes your presence in the company."

• "Don't burn any bridges."

• "Take responsibility for your actions."

What one book, fiction or non-fiction, most influenced your professional development and why?
    HR professionals would make up one weird book group. Their tastes range from self-help business books such as Don't Sweat the Small Stuff, First, Break All the Rules, and Escape from Cluelessness to Of Mice and Men, To Kill a Mockingbird, and the Bible.

    And, in keeping with their rich range of responses to the survey, they admire writers as different as Ayn Rand, with her devotion to capitalism, and the Dalai Lama, with his dedication to compassion.

    Thanks to survey respondents, we at Workforce -- and our readers throughout the world -- have learned a great deal about today's HR professionals: what you care about, what you're up against, and the nature of your role as a leading player in the workplace drama. Your comments help move the profession forward, and assist us all in our understanding of work that is -- whether confounding or rewarding -- of vital significance in the workplace today.

    We'd love to hear more from you. Please drop us a line.

Workforce, June 2001, pp. 32-38 -- Subscribe Now!