New report reveals HR professionals are 'pigeonholed' into administrative corners
HR professionals in Australia feel they are limited to admin roles, according to a new report, despite more involvement in business bottom line amid an evolving role at work.
Four in 10 HR professionals said in a new HiBob report that their leadership teams view them as an admin department or a function for legal and compliance issues.
On the other hand, only 37% of HR professionals feel they are considered a strategic partner for business success.
"Relegating HR to an 'admin' or 'compliance' function is a big oversight that puts businesses at risk," warned Anna Volkova, head of people and culture at HiBob.
"In the current economic climate, the people strategy is inextricably linked to business strategy."
The findings come despite previous reports indicating an evolving role for HR leaders in organisations, with their involvement growing in business strategy, culture, and operational decision-making.
According to HiBob's findings, 74% of HR leaders find their role is more focused on the business's bottom line. However, 26% of them do not feel adequately supported by their senior leadership team.
HR as strategic partners
To address the gap, 17% of HR professionals are now calling for a more collaborative relationship with their leadership teams.
Another 20% are also calling for access to senior HR training and professional development in order to be better recognised at the leadership table.
"It's concerning that so many HR professionals feel pigeonholed into administrative corners. However, the fact that one in five are actively calling for professional development highlights the solution," said Nic Cola, CEO at RMIT Online.
"To be viewed as true partners, HR leaders need to be empowered to map human capital directly to business resilience and cost management. By upskilling in business strategy and building on commercial confidence, they can effectively dismantle the perception of being 'just admin' and secure the collaborative relationship with leadership they deserve."
Volkova added that making HR a strategic partner gives leadership a "direct line to the pulse of their organisation."
"HR leaders want a seat at the table, not for the sake of status, but to drive the retention, culture, and efficiency required to navigate a tight economy," she said.
"It is time to bridge the gap between the C-suite and the people function for the benefit of the wider business."
