Don’t Trust HR, Professor Tells CFO Gathering

The stuff’s just now beginning to hit the fan over the incendiary comments of Rutgers University academic Richard Beatty to a conference of CFOs Monday.

Under the title “Memo to CFOs: Don’t Trust HR” CFO magazine says the professor blasted the human resources profession for working without useful analytics, and contributing so little that, in the words of the article’s author, “typical human resources activities have no relevance to an organization’s success.”

Beatty dismissed efforts at employee engagement as having “no evidence” to show it produces a meaningful return. Training to improve low performers he all but called a waste of time saying “Low turnover isn’t necessarily a good thing. Think about where you might want to disinvest.” And efforts to become an employer of choice he called “silly.”

As you might expect, HR professionals were quick to take issue with the professor’s remarks.

Of the 11 comments posted to the article, 10 took umbrage with at least some of what Beatty said. Within hours of the article being published Gartner’s Jim Holincheck published his own take on the matter.

As Holincheck observes, there is truth in Beatty’s words. When the professor, who is a co-author of The Differentiated Workforce, says HR is “unable to provide analytics that are useful in making workforce decisions that build economic value,” Holincheck agrees. He points out, “However, it is not universal and the trend I see is that more HR organizations want to build a competence here.”

He makes several other excellent observations in his point-counterpoint, including puncturing the claim there is no correlation between employee engagement and financial results.

Like Holincheck, I found points of agreement, once I was past the professor’s hyperbole. It was a challenge, though, not to dismiss Beatty all together over his insistence that it was “silly” to want to become an employer of choice because “Everybody and their dog’s brother” will want to work for you.

I once went to work for a company that was anything but an employer of choice, and I can personally attest to how hard it was convincing people to come work there. Few top performers, including some I counted as close colleagues, would even consider the company. On the other hand, I did get plenty of average, and OK, and early career candidates.

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Being an employer of choice is a definite advantage in hiring top performers.

As for the notion that training to improve performance is a misappropriation of effort, I also disagree. Holincheck himself doesn’t so much disagree as he challenges Beatty’s contention that HR is focused on low turnover as a positive metric. Smart HR people know that high turnover in highly skilled, mission-critical positions is far more dangerous than it might be in other areas. Plus, as Holincheck observes, HR professionals know to look at both involuntary and voluntary separation.

More directly, however, training the underperformer is an obligation in my view and can pay off handsomely. Or not. The trick is to be able to accurately assess whether the performance is a result of poor training, a miscast employee, or simply a lackluster, unmotivated worker. Sometimes, as in the case of a top performer who suddenly slips, the problem may be entirely external to the training and the company.

So rather than simply dismiss an underperformer out of hand, it seems to me prudent to analyze the problem and pick the right cure, which, in some cases, is indeed dismissal.

The main thrust of Prof. Beatty’s address is, however, unarguable: HR doesn’t have the metrics necessary to make economically wise workforce decisions.

What is arguable, professor, is how to develop those metrics, how to make the measurements, and how to use them.

John Zappe is the editor of TLNT.com and a contributing editor of ERE.net. John was a newspaper reporter and editor until his geek gene lead him to launch his first website in 1994. He developed and managed online newspaper employment sites and sold advertising services to recruiters and employers. Before joining ERE Media in 2006, John was a senior consultant and analyst with Advanced Interactive Media and previously was Vice President of Digital Media for the Los Angeles Newspaper Group.

Besides writing for ERE, John consults with staffing firms and employment agencies, providing content and managing their social media programs. He also works with organizations and businesses to assist with audience development and marketing. In his spare time  he can be found hiking in the California mountains or competing in canine agility and obedience competitions.

You can contact him here.

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9 Comments on “Don’t Trust HR, Professor Tells CFO Gathering

  1. I wonder if Mr. Beaty has ever been a hiring manager or knows the high cost of retaining versus recruiting/hiring employees. I doubt it. He should read “The Outliers”. Great book!

  2. I know that I will be criticized by many of the HR Professionals, nevertheless, it has become more and more critical for this profession to acquire a higher education, the certification and experience is not enough. Indeed, the HR departments will continue to be even more essential than before, and HR Professionals have to become a partner who has the ability to be strategic and partner with the different sectors of the company.

  3. What an archaic, primitive and uneducated diatribe by “the professor”…he has obviously not done his homework and research, nor has the experience working with 21st century HR professionals. His comments certainly give adage to the cliche “those who can do and those who can’t…teach.”

  4. Extreme points of view serve a purpose in that they cause us to examine or review the facts; seldom are they fully correct however, or a longterm solution to the problem at hand.

    Beatty does have some valid points, and this mantra of “useless HR” has been around for many years in many variations. So maybe there’s some truth to his conclusions: if it’s so difficult for HR to measure and articulate it’s value, if change is so slow and imperceivable, maybe the time has come for other business functions to step in. Business must do what it must do to win, or to survive.

    But if you don’t think you’ll like the “New Rules” established by the finance guy, or the ops guy, or the supply chain guy – GET BUSY. There are solutions on the market TODAY that measure and trend perceptions (the human element, so to speak) in and around your business; trends you can use to fix process, build loyalty, increase Quality of Hire, and engage talent from the earliest point of contact. Perception drives behavior, and behavior impacts productivity and retention.

    Get Busy. Figure out how to speak the language of the business you serve. Find the budget. Make it happen. Your window of opportunity for action is getting smaller by the day.

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