Since @timsackett and @steveboese and @kris_dunn use sports analogies to talk HR, I thought I’d try to slide in and sit at the cool kids’ table with my own little sports discussion.
Defense is about not losing…
What I mean by that is anecdotally I see HR as a function that “protects” the company. From monitoring legal issues, making sure people fill out forms, checking boxes, following up on recruiting – you name it – most of the efforts are focused on making sure there are no “issues” that might come back and haunt the company. Check your to-do list. I’m guessing most of the stuff is about protecting the company.
That is defense. Like it or not – you’re playing to not lose.
Offense on the other hand – is about planning something that scores points.
Offense is about playing to win. HR needs more offense.
“We could get sued.”
Real world example…
In a past life, I worked for a company that designed and developed incentive programs for our clients’ employees and sales people. We were a creative bunch. We needed to be. We designed innovative rules structures. We designed creative and eye-catching communications programs. We brainstormed the next new award idea. We needed to develop new and exciting systems to track and manage data in our programs.
We were for all intents and purposes – a creative shop.
We grew rapidly and needed to move into new offices. HR was responsible for the move. (Sort of like a holiday party on steroids I guess.) HR sent a form to every employee with the list of approved choices for office furniture to put in our new digs.
I had one employee who said he didn’t want any of the choices. He wanted to bring in an old couch from home, an easy chair, ottoman, end table, lamp and small round carpet. In other words – he wanted to build a “den” in his office.
I said. “Cool.” And under my breath I said – “I wish I had thought of that.”
I submitted the form and HR came back with – “No.”
I asked why. ” ‘Cuz “ – said HR – “then everyone would want their office to be different and we can’t have that. And…” they added, just to be sure I wouldn’t press the issue… “without a desk and chair we open ourselves up to problems of not providing a safe work environment and the employee could get carpal tunnel from working on his laptop in an easy chair and sue us.”
That is defense. That is playing not to lose.
Playing to win…
Offense would be finding a way to make this happen. An HR department on the offense would recognize that creativity is THE key value we bring to clients. They would recognize that having a creative space where people want to hang out and work in an environment that lets them be creative drives good business. HR should have said – “how do I make this happen.”
Remember, the goal isn’t to be good at HR (protecting and playing defense) – The goal is to be good at business because of HR (enhancing – playing offense.)
I get that there is some defense required in HR. That is part of the job description. However, when defense becomes your only go-to plan – you’re just doing good HR – you’re not doing good business because of HR.
How would your day change if you started thinking about HR as an offensive weapon on the team? I think forward thinking companies use HR offensively – Zappos comes to mind (when doesn’t it anymore when talking about employees and HR – jeez they do a lot of good stuff.)
Maybe, just maybe…. HR doesn’t have a seat at the table ‘cuz conversations at that table are about offense and you’re the defensive coordinator – or worse – in charge of special teams.
Excellent point!
Playing not to lose is one of the primary reasons why HR doesn’t have its own “seat at the table”. (It’s also the reason why many 3rd-party recruiters despise HR; recruiters play to win.)
This is most obvious when our government enacts another restrictive business regulation. HR’s response is defensive and the most creative HR-types go on the road, offering seminars to others to show us all how to be compliant (i.e., lay back and take it).
The fastest way for HR to overcome its defensive image and to get a seat the table is to push back against all this government intrusion!!!
PS – Remember this on Tuesday.
Super take, Paul. It isn’t just HR playing too much defense either. Much of IT, Legal, and Corporate Communications and PR play the same way. Score a quick bucket, take a 2-0 lead, then go into ‘four corners’ mode. It starts from the very beginning of most corporate folks workday – take a closer look at that giant disclaimer you have to agree to before accessing the company network. You know the one that reminds you of all the things you can’t do, all the trouble you can get in to by accessing unauthorized content, and how big brother is watching.
How about a disclaimer that reads in big letters (maybe even Comic Sans) – ‘You are about to access the company network – do some fantastic stuff today.’
Paul,
Your post is beautiful. It attracts me on two levels. First, it does capture the essence of the issue with many HR organizations. There is not enough proactive creativity that moves the ball forward. Too much negativity. And when they partner with Legal…Hell. Secondly, I had an experience just like the employee in your example. When I got my first office, I didn’t want any of the “standard” stuff (I was doing a stand-up desk and couch). People freaked…so I bought the furniture myself. What were “they” going to do to me? HR thought I was a goofy rebel. Hopefully, they learned something.
Thanks for the great feedback. I talked about this a bit at #hrreinvention this week and it got similar support. Steve, you are right on that many departments fall into the same trap – going into defensive mode as soon as they put points on the board. Rarely can you win with only defense.. Except when the competition is making mistakes.
Best post of the year.
I think I want a t-shirt with your last sentence: “Maybe, just maybe…. HR doesn’t have a seat at the table ‘cuz conversations at that table are about offense and you’re the defensive coordinator – or worse – in charge of special teams.” ~ Paul Hebert
Thanks!
AC
In my observations I think at least part of the problem is learned helplessness. In my estimation, as someone who is not in HR but often works hand in hand with HR, it isn’t just HR functions that end up this way.
I cannot explain how it happens but when people end up as employees and cannot or do not think entrepreneurially (or in the business jargon “take ownership” in their work) I think it lends to a very small, role-based perspective and usually to this kind of unimaginative thinking.
Most of the people I know who don’t think this way either own their own companies, run companies or someday will…
I get jazzed when I see a company who has divided departments in “HR” (i.e. payroll, employee relations, and comp) and something like “organizational effectiveness” (recruiting and learning/development). On any team both are important, but making the distinction on your org chart sends a message.
The old and often used statement of “the best defense is a good offense” can be applied here. The best defense in HR is not saying “you can’t do that” (though that does have to be done on occassion) the best defense is saying “here is the a great way to do that.” It is having the right people hired, it having the right people trained, it is having the right mechanisms in place to make sure business is done correctly.
The best solution for the carpel tunnel example was letting everyone know about the dangers of poor posture and improper working technique but then giving them freedom to select furniture that fit their style.
However, there are times when a strong defense is necessary. Have you ever watched a football game that did not have a defense on the field? The offense scores without issue. And in today’s business world you cannot let the offenses of government regulation and plaintiff attorneys run over you without some fight, without some prevention, without some blocking and tackling. So just as in sports, someone has to be trained in defense. It it up to the CHRO to balance that with a good HR offense.
Paul-
Thanks for this great analogy. We preach the importance of diversity of thought, and then write policies and rules to insure uniformity and a perception of equity (the office example).
As I start writing my 2011 objectives, the key question will be “How does this action help move our business forward?”
Great job!
I appreciate the comments folks. Right or wrong – when we get comments like this it means we’ve touched something that borders on an issue. I don’t think we should eliminate defense from HR – offense only leaves you vulnerable as well. My thinking though is that too often defense is our go-to plan (even when offense would be a better long-term solution.) Hey – we play the position we’re trained for… Happy Halloween!
I LOVE this:
“How about a disclaimer that reads in big letters (maybe even Comic Sans) – ‘You are about to access the company network – do some fantastic stuff today.’”
What I wouldn’t give to see that when I log on each morning.
Notion of ‘playing not to lose’- what a great little article this is…
Your message is beautiful. It appeals to me on two levels. First, it reflects the main challenge for human resources organizations. It has not been active enough on the creativity that moves the ball forward. Too much negativity. And when coupled to Legal … Hell. Secondly, I had an experience so personal example of employees. When I arrived at my office first, do not want things I stand standard desk and sofa. People are terrified … I bought furniture for me. What “they” intend to do for me? HR just a stupid rebellious. I hope you learn something.