Since writing the leader column for Human Resources magazine two weeks ago, I have been stunned by the lack of reaction from the readers of this magazine. The column in question drew on a piece of recent research which concluded that although voluntary staff turnover is on the increase, so are the salaries of HR professionals
Since writing the leader column for Human Resources magazine two weeks ago, I have been stunned by the lack of reaction from the readers of this magazine. The column in question drew on a piece of recent research which concluded that although voluntary staff turnover is on the increase, so are the salaries of HR professionals. In fact, they are increasing at a quicker rate than any other sector. The general tone was that it is ridiculous for a profession to experience the biggest pay increases when one of its prime objectives – retaining staff – was not being achieved. It also suggested that HR has a poor reputation among employees and executives and is benefiting financially from its position as paymaster.
I can only ascribe this lack of reaction to one of three reasons. It may be that HR people are so apathetic they cannot respond to a direct attack on their efficiency and place at the corporate table. Perhaps, on the other hand, there are undisclosed literacy issues in the HR profession. Or maybe it’s because the tone of the article was just too close to the truth for comfort. I suspect it is the latter.
Well, here’s some more for you. Two pieces of research have contrived to demonstrate another of HR’s weaknesses in stark detail. The first piece of research, from the UK’s Chartered Management Institute (CMI) shows that the average HR manager’s earnings have risen by almost half in the past 12 months. Average is clearly the operative word when you consider the second piece of research, from consultancy firm Accenture.
It found that only one in ten respondents (CEOs and senior executives in Australia, the US and Europe) are satisfied with their HR functions, suggesting that HR’s stock remains weak in the eyes of operational executives.
Still, that’s not stopping the huge up tick in HR’s salaries, which has been documented by two independent studies. Can’t think why that might be. Until HR departments are able to actively engage with operational business units and provide meaningful contributions to company growth, the poor reputation of the profession will continue.
That’s my argument and I’ve got statistics to back it up –what’s yours?
Stuart Fagg is the Editor of Human Resourcessister publication, Risk Management magazine.
