Can You Trust HR in Tough Times?

It's the age old question - can you trust HR?  With anything?

Lisa Takeuchi Cullen thinks you probably shouldn't; check out this post at Work in Progress, her blog at Time.com:

"Over the past few years, my employer has imposed a few rounds of layoffs. During the run-up, we were encouraged to visit with our human resources department if we wanted to inquire about taking a package. We were assured absolute, air-tight, witness-protection-program secrecy if we chose to do so. Who needs our bosses knowing we're entertaining an exit?

Quite a few of my colleagues did visit with HR. Then a funny thing happened. A few of them found that some management types dropped by to nonchalantly express their appreciation of the staffer's work.

Now, you have to understand my workplace culture to truly comprehend how completely weird that is. Where I work, bosses do not randomly drop in to tell you you're fab. My colleagues suspected an HR leak to management. I don't think they were being paranoid.

In these times of trouble, is HR your friend? Or can you ever trust a department that, after all, reports to the same master?"

The perception is sad but real, and at times, accurate.   After all, HR people are just that - people.  We have strong ones, weak ones, political ones, etc.   I think whether you can trust HR in any circumstance depends on the track record of the HR Pro you are dealing with.  What have you witnessed from them to that point?  As behavioral interviewers, we'll tell you straight up that past behavior is the best predictor of future performance.  It applies here...

For what it's worth, here's my approach with confidential information.  An employee comes to me and wants to have a confidential discussion about anything - a prospective job, their manager, etc., I let them know I'm happy to do it, but my ability to keep the information purely confidential is dependent on the topic.  I then give them an idea of the topics I couldn't keep confidential (harassment, etc.)

If they're still in, we have the conversation.  I try and help out any way I can.  We'll talk and I'll try to give them options, and tell them how I can help with their approval.

Then I lock the info down post-conversation.  It's what you have to do if you want to have credibility with a workforce.

Can you trust HR in tough times?  It's an individual question based on your HR Pro.  Just remember, past behavior is the best predictor of future performance...

It's the age old question - can you trust HR?  With anything?

Lisa Takeuchi Cullen thinks you probably shouldn't; check out this post at Work in Progress, her blog at Time.com:

"Over the past few years, my employer has imposed a few rounds of layoffs. During the run-up, we were encouraged to visit with our human resources department if we wanted to inquire about taking a package. We were assured absolute, air-tight, witness-protection-program secrecy if we chose to do so. Who needs our bosses knowing we're entertaining an exit?

Quite a few of my colleagues did visit with HR. Then a funny thing happened. A few of them found that some management types dropped by to nonchalantly express their appreciation of the staffer's work.

Now, you have to understand my workplace culture to truly comprehend how completely weird that is. Where I work, bosses do not randomly drop in to tell you you're fab. My colleagues suspected an HR leak to management. I don't think they were being paranoid.

In these times of trouble, is HR your friend? Or can you ever trust a department that, after all, reports to the same master?"

The perception is sad but real, and at times, accurate.   After all, HR people are just that - people.  We have strong ones, weak ones, political ones, etc.   I think whether you can trust HR in any circumstance depends on the track record of the HR Pro you are dealing with.  What have you witnessed from them to that point?  As behavioral interviewers, we'll tell you straight up that past behavior is the best predictor of future performance.  It applies here...

For what it's worth, here's my approach with confidential information.  An employee comes to me and wants to have a confidential discussion about anything - a prospective job, their manager, etc., I let them know I'm happy to do it, but my ability to keep the information purely confidential is dependent on the topic.  I then give them an idea of the topics I couldn't keep confidential (harassment, etc.)

If they're still in, we have the conversation.  I try and help out any way I can.  We'll talk and I'll try to give them options, and tell them how I can help with their approval.

Then I lock the info down post-conversation.  It's what you have to do if you want to have credibility with a workforce.

Can you trust HR in tough times?  It's an individual question based on your HR Pro.  Just remember, past behavior is the best predictor of future performance...