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What’s the remit of HR? Is it to helicopter in with a rescue package or is it to give employees the DIY tools to sort out their own issues?
HR used to be the paper pushers, now they have arguably morphed into the people fixers, hunting down a solution to whatever staffing issue that may arise, but should they be helicoptering in a rescue package like 007 on each occasion? Or is their role to nurture staff and let them learn by trying things out themselves?
I remember very clearly being in the playground of a southwest London park, looking at the other parents as they hovered and more aptly helicoptered in to rescue their child before they bumped their head as they whizzed off the slide. I did not. I always looked on rather incredulous to this kung-fu movement in which the fall was erased before it happened. I knew some parents looked at me agog as I did nothing. I have many parenting fails, there’s a whole listicle I can offer but if I may be so bold I’m glad I didn’t ‘rescue’ my toddlers.
Whether that’s wrong or right I don’t know, but it felt innate to let them fall, bump a head and scrape their knee. These were early learning experiences in which they could find out their limitations and how their body worked for themselves.
It is most definitely HR’s job to fix things, but the question is from what distance and how? A question of direct and immediate intervention vs training and coaching to set up for success in the future. Rather like parenting
I often think back to those days and as I sit here, a keyboard warrior writing about HR, I do think those similarities with people management are clear. I speak to many Chiefs of People (the titles are colourful and wonderful these days) and empowerment is a theme that ties these HR leaders together but in reality, is that what is happening in the corridors of the corporates today? I asked three senior HR leaders for their thoughts.
Ben Simonds-Gooding, Chief People Officer, Fever-Tree - ‘It’s a judgement call’
“It is most definitely HR’s job to fix things, but the question is from what distance and how? A question of direct and immediate intervention vs training and coaching to set up for success in the future. Rather like parenting,” says Simonds-Gooding.
From working in a highly entrepreneurial culture, he knows very well, that nothing good came of doing everything for employees and that empowerment and giving employees that confidence to be creative, try new things and innovate is part and parcel of what an organisation like Fever-Tree is all about.
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