Collaborating with rather than deferring to HR

As DEI consultants at CCI, we are very clear that we are not HR. We are equally clear that DEI and HR need to closely collaborate - it is critical that DEI be integrated into HR practices, just as it is critical for DEI to consider the role that HR plays within the organization when it comes to creating a culture of equity, inclusion and belonging where diversity can thrive.

What we have found though is that HR is often seen as and therefore functions as the culture keepers, in other words, responsible, to varying degrees, for culture.

However, we don’t believe this is really possible. The culture of an organization is created, defined, upheld and/or shifted by everyone within the organization.

And a culture that inappropriately and overly defers to HR for culture as well as for anything to do with “people” often ends up being a dysfunctional and unhealthy culture where even well-meaning attempts to respond to harm end up causing even more harm.

Often this comes out of one of the defining characteristics of white supremacy culture - fear of open conflict.

What this can look like is that anyone who has any kind of issue, complaint or interpersonal conflict is sent by their manager to talk with HR.

Sometimes HR departments train managers to do this, either overtly or covertly. Other times, HR departments get frustrated with having everyone’s problems dumped on them to solve, but don’t have the ability to push back effectively on this. Often it’s both.

No wonder HR ends up being seen as and functioning as the police, or as babysitters, or as the clean-up crew.

Managers end up let off the hook and not having to do their actual job of managing.

And HR ends up exhausted, spread too thin, poorly boundaried, involved where they shouldn’t be and, as I said, causing more harm, even if inadvertently, when they try to resolve issues because they inherently don’t and can’t have the full picture the way that managers who are in the day-to-day with their team can.

HR should be a resource for partnership and collaboration.

Sure an employee should feel able to go to HR if needed, but if they are going to their supervisor for help and support, they shouldn’t expect to just get punted over to HR.

If a manager needs support from HR in dealing with an issue, they should be the ones reaching out to HR and pulling them in for collaboration.

Managers should have training so they can do the day-to-day job of managing people, and are also clear on when it is the right time to bring in HR. There should also be clarity for staff about when to go to their manager and when to go to HR.

What is this to do with DEI?

Well, we do see that DEI has a responsibility for facilitating shifts in culture (facilitating, not creating) in order for all to have what they need to do their best work. This includes facilitating a culture of psychological safety where staff can raise issues and provide feedback with some confidence that their needs will be considered.

HR has an important role but it shouldn’t be their job alone. It should be a community responsibility.

Banner photo by Edvin Vasilionok on Unsplash