Do You Hate Your HR Department?

Okay, I know the word “hate” may be a little strong, but perhaps “get frustrated” would be appropriate when the term “HR” comes to mind?

And this frequently occurs with whomever HR reports to (Finance, COO, CEO, etc.), department managers who seek guidance, and employees.

This is the department that is supposed to be People Management, as well as manage benefits, frequently is responsible for payroll, maybe compensation models / management, helps in writing job descriptions, supports (or does) recruiting and runs the hiring process, maybe is responsible for the training program, and a myriad of other “people-related” initiatives.

Jennifer McClure, a” speaker and strategist focused on a mission to empower organizations and People Leaders to thrive in the ever-changing world of work, and formerly a HR executive, executive search consultant and leadership coach, recently had an article that she wrote on LinkedIn:

How HR Can Stop Talking About Its Value — and Start Proving It

“I write and speak often about how HR can — and should — lead transformation in their organizations, stepping fully into the role of Chief Disruption Officer.

Those ideas usually get a positive response. Some of my posts even rack up hundreds of likes and comments, and that’s great.

But do you know which posts get the most engagement?

The ones where I address the latest article or hot take about how HR is ineffective, doesn’t add value, or is just doing it wrong.

Which makes me wonder…

Why does everyone love to hate on HR?

I’m sure there are plenty of reasons. But one that rises to the top for me is this: while most HR leaders wholeheartedly believe they make a difference and add strategic value, not everyone else is convinced. In fact, some leaders are adamant that HR is unnecessary — or worse, that it actively gets in the way of high performance.

So, the real question becomes: how can HR leaders change those hearts and minds?

Because until we answer that — and take meaningful action — HR’s value will remain something we talk about, rather than something we prove.

The Gap Between Aspiration and Action

From my perspective, the biggest disconnect between what HR wants to be and what it’s often perceived to be comes down to three things: lack of clarity, lack of confidence, and lack of organizational support.

Some HR leaders don’t have a clear, shared definition of what “strategic” actually looks like in their specific business context. Without that, it’s easy to stay busy with what’s always been done instead of moving toward what’s needed now.

Others know exactly where they want to take the function, but they’re navigating leadership resistance, rigid structures, or a culture that keeps HR on the sidelines. In those environments, waiting for permission can feel like the only option.

And yes, there are times when HR uses compliance as a shield. Staying in the safe zone is tempting — especially when the alternative involves experimentation, risk, and potentially unpopular decisions. But compliance should be a foundation to build from, not a ceiling that caps what’s possible.

None of these challenges make HR leaders ineffective. They just make the leap from aspiration to action harder — and in some cases, they stop the leap from happening at all.

What the Best HR Leaders Do Differently

The HR leaders who change perceptions — and results — don’t wait for permission. They start by transforming what they can control right now.

They make the HR function a model for what’s possible. If they’re asking the business to innovate, collaborate differently, or move faster, they make sure HR is already doing those things. Their department becomes a living case study.

They also experiment — not recklessly, but deliberately. They pilot new ideas with a small group, learn what works, and scale it when the proof is there. This approach not only mitigates risk, but it also shows the rest of the organization that HR isn’t just talking about change, it’s driving it.

Most importantly, they align every initiative with outcomes that matter to the business. They don’t just talk about engagement scores or training attendance numbers — they connect their work to revenue growth, cost savings, market expansion, or solving real business challenges. And they communicate those results in ways leaders can’t ignore.

Over time, this combination of visible action, business alignment, and proof builds credibility. And credibility is the launchpad for influence — the kind that allows HR to lead real disruption, not just manage change.

Proving HR’s Value: Practical Next Steps

If you want to shift the perception of HR from a support function to a strategic driver, you don’t have to overhaul the entire organization overnight. You do, however, have to start showing proof — consistently, visibly, and in terms the business cares about.

1. Define “strategic” for your organization. Work with your CEO and senior leadership to clarify what matters most right now — whether it’s accelerating growth, reducing turnover, improving profitability, or navigating a major change — and map exactly how HR will support those goals.
2. Choose one high-impact business problem to solve. Pick something measurable and clearly tied to business outcomes. Then lead or co-lead the solution, making HR’s role in the success undeniable.
3. Make your wins visible. Don’t assume results will speak for themselves. Share them regularly — in leadership meetings, on dashboards, and through stories that connect the data to human impact.
4. Pilot, then scale. Test ideas on a small scale to prove they work, refine them based on feedback, and then expand. This reduces risk and increases buy-in.
5. Lead by example within HR. Your own team’s approach to communication, decision-making, and innovation should reflect the future you’re advocating for. If you want the organization to think differently, start by showing them what “different” looks like in action.

Small, intentional steps like these can create momentum. And momentum is contagious — it changes conversations, opens doors, and shifts mindsets about what HR can do.

Final Thoughts

It’s important to keep in mind that changing the perception of HR won’t happen just because we say we’re strategic. It happens when we lead in ways that make the impact impossible to ignore.

Chief Disruption Officers don’t wait for perfect conditions or universal buy-in. They create proof through action. They show what’s possible, starting in their own sphere of influence, and they keep building from there.

When HR leads visibly, aligns its work to business priorities, and shares results in ways that resonate with decision-makers, it stops being a function people debate and starts being one they depend on.

So, here’s my challenge to you:

If you had to prove HR’s strategic impact in your organization this quarter, what’s the first thing you’d do — and how would you make sure everyone knew about it?”

As a keynote speaker and leadership coach, Jennifer McClure equips HR leaders to shift from operational to transformational — so they can drive meaningful business results, lead with influence, and shape the future of work.

Take Aways

When I read Jennifer’s posting I thought … many distributor CEOs / Presidents and HR leaders need to read this. They need to consciously, in my opinion, and honestly, ask “what type of HR organization do I want? Does my team want (or deserve)?” Then they have to ask “am I willing to give up some control if I have the right person? Am I willing to invest in it? And do I truly have the right person leading the role I want, or is the person great (hopefully) at implementation / benefit administration, etc.?”

Once, essentially, ownership vision is set, then the hard question … “Do you have the right person in the role?” and “Do they share your vision and want that role?” (and it’s okay for the answer to be ‘no.’ You cannot change the stripes on a zebra, everyone is unique.)

Then it is a case of scoping out the vision, funding it, and selling it to your management team. The role of your management team is to embrace and sell downwards.

Then it’s about execution but, if you want HR not to be hated, you have to decide what you want HR to be.

I also spoke to an HR consultant with experience in distribution and to a recruiter. Both said that the best HR leaders report to the president or CEO (depends upon titles in a company) because these are the leaders, the vision, the expression of culture, within a business. Reporting to Finance, Administration or somewhere else indicates that the role is functional in nature versus strategic.

If you hate your HR (not the people), then

• Anonymously pass this on in your company
• If you are leadership, decide what you want.

No department deserves to be hated (okay, if you want to hate IT, Finance and/or Legal, we can discuss … only joking!)

And a Final Thought

And, since you are wondering why a strategy / growth and marketing consultant is writing about HR, a couple of reasons:

• You can’t grow and prosper without people.
• The electrical industry is about people … so it’s about your human resources! Not your technology ones. Not your products.
• Years ago, I was involved with organizational development / organizational structure, internal marketing, people management and measurement, and motivation.

Today, when we’re strategically engaged with a client, frequently HR interactions occur, and people issues are discussed.