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I find myself frustrated because companies and those in the HR function won’t allow me to help them as much as I can. I’m frustrated when I speak and exhibit at a conference and the attendees are more interested in getting their CEU credits and whatever you’re handing out at your exhibit than they are truly learning things from the speakers or the vendors.
I’m frustrated when I see the trivial feud of HR executives truly trying to make a difference and be excellent. I am frustrated because HR executives as a group have not always exhibited the dedication, vision, nerve, defiance or edginess that I like to be associated with.
Unfortunately, we have relegated the concept of relationships at our companies to these executives. HR has to take it on the chin and realize that there’s good reason for the harsh criticism; they should take it as a wakeup call and an opportunity.
HR represents an incredible opportunity that few organizations or individuals are committed to. Those who are committed to the process of building human excellence will generate additional value at their companies and in their personal lives. Organizations that provide HR services or consultancies may also evaluate options like Human Resource Consulting Services Insurance to help manage practice risks.
Perhaps the two greatest impacts on HR over the last few decades have been technology and the law. We can now access many levels of data regarding operations, and Human Resource Management Systems and Human Resources Information Systems are designed for every level of size and complexity.
Technology has also been used to organize performance management. Managing a HRIS system is like managing information on steroids. While many vendors promote time-saving advantages and powerful reporting, too few executives find the time or reason to pull meaningful reports, so the technology is often used at its lowest common denominator.
The most drastic employment-law developments affecting the workplace have evolved considerably since the early 1980s. Where union issues once dominated, compliance with harassment, discrimination, and other statutory policies now occupies a large share of HR attention, and many conference sessions are focused on compliance.
For firms that supply or advise on recruiting and executive search services, there are specific risk considerations and coverages such as Executive Head Hunters Insurance that some organizations review as part of their risk management programs.
Don Phin, Esq. is VP of Strategic Business Solutions at ThinkHR, which helps companies resolve urgent workforce issues, mitigate risk and ensure HR compliance. Phin has more than three decades of experience as an HR expert, published author and speaker, and spent 17 years in employment practices litigation. For more information, visit the ThinkHR website.
If you want to review insurance or risk-management options for an HR practice, talk to an agent for a tailored discussion and next steps.
Frequently Asked Questions
How can HR leaders add strategic value beyond administrative tasks?
Prioritize data-driven decision making, align HR programs to business goals, and focus on building organizational relationships and leadership development.
What is a practical first step to use HRIS data more effectively?
Identify a single business question to answer with existing HRIS reports and create a recurring report or dashboard to track it.
When should a small consultancy consider professional liability or specialty insurance?
Consider coverage when services include advice with material financial or reputational impact, when you have clients with high regulatory exposure, or when contracts require proof of insurance.