We have been complaining about HR just about as long as we've been working.
 

There was always this crazy dualism of HR of fantastic possibility and warped darkness.
We have seen and been through the iterations of moving from Personnel Departments to HR to People Departments which mostly have been akin to putting lipstick on the proverbial pig.
(Not to mention other false transformations such as putting a sticker on the training department and calling it a “corporate university”.)

We have been complaining about HR forever and believe that we must take the wise advice to “be a part of the solution” by helping to lead the HR revolution or what I call HR Rising.

We can remember somewhere in the 2000’s there was a group of HR leaders trying to upend and upgrade HR. We were so excited. As a newly minted middle manager in HR, it was obvious that things had to change in HR. It was thrilling to hear about this movement. My boss and CHRO at the time were typical underwhelming HR leaders who liked the status quo while still complaining they wanted a seat at the table.

It was clear there had to be wide scale change in HR.

We heard good things about this group.  We rallied some of my HR peers across the
country who were progressive and cutting edge when it came to HR, to come out to one of the first meetings of this group promising to revolutionize Human Resources.

We got there and there was a lot of energy… then disappointment hit.

It was the same ole’ same ole’ HR leaders who were responsible for the dinginess of HR pretending to change it. Mostly they were there because they felt they were not getting enough respect from the CEO and the rest of the Executive Team.
 

As the meeting droned on we questioned things only to be met with “Son, I have been doing HR for 30 years and know way more than you.”

 

What? This person was the very problem with HR and was the one trying to lead the revolution.

This mentality has pervaded most of HR ever since. We get the same ideas and people recycled
with new packaging and management terms, but it is the same ole’ stuff.

A question that might come up is "Why have HR, traditional HR been tolerated for so long?" Well that is simple and complicated at the same time.

 

Let it suffice for now that 1. The CEOs, BODs and Executive teams often feel they have bigger fish to fry than focusing on HR, and 2. Many traditional HR leaders in the establishment

like running their little fiefdoms without too much interference. So this is why we must question the old HR paradigm and make way for new perspectives, visions and impact.
 

I certainly do no have all the answers so I welcome your insights and feedback. And feel free to vehemently disagree; but please do so with fact, logic and respect.
 

I get it, some of this will be hard for some folks to get on board.

Many, specifically those in charge, will be offended and feel called out. Please note that my intention is not to offend, but to challenge the status quo that is no longer serving HR, employees or organizations. So please do not get offended but try to see this as an invitation to something better.

We are looking forward to your input.

Sincerely,

HR Rising/MTFD
aka FlapJack