Human resources professionals don't always have the best reputations among employees. When there's a layoff, HR is involved. If a discipline problem arises, HR finds its way into the mess. As health care premiums rise, HR delivers the news. With all of these negative instances, many employees have developed feelings of apprehension toward HR, says Sheryl Kovach, president and CEO of Kandor Group, a human resources consulting firm in Houston.
To counter those negative feelings, Kovach recommends that HR professionals focus on increasing their presence in positive situations rather than those that call for unfortunate outcomes.
"HR can change this by increasing its visibility with general interaction among employees," Kovach says. "It can be as simple as taking a walk around the office and be a part of that day-to-day, casual interaction. It sends the message that you are there, and nothing bad is happening. Everything is OK. HR can also increase visibility with participation and recognition events and other employee engagement-type activities, whether it is a luncheon or team building."
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An especially opportune time to develop a positive relationship is when employees begin employment, Kovach says. Starting a new job can be intimidating, but this gives HR the chance to build an initial positive experience with that employee. At this time, HR can let the employee know about the helpful resources HR provides, such as mentoring, career planning, and job development and training programs.
"Because employees usually only think of HR when there's a problem, HR should communicate to the new employee how to utilize their HR representatives," Kovach says. "Often, employees don't even know why they would go to HR if there's not a problem, so communicating how and when employees can leverage HR is important."
Managers also can nurture the relationship between HR and employees; however, it is important that HR takes the time to train its managers on being effective leaders who can properly channel any disagreements, Kovach says. There may be a time when HR makes a decision the manager does not support, but that disagreement should not be aired to employees as it only furthers the divide between HR and employees.
"Any disagreements should be discussed to the HR rep in a confidential setting, and when managers are in front of their teams, they should continue to demonstrate support for the organization's policies, procedures and decisions," Kovach says. "Managers have to channel disagreements and frustrations constructively and appropriately; otherwise, it tarnishes their credibility as a leader."
In the end, it is the responsibility of HR to improve its relationship with employees, Kovach says. Although that responsibility shifts to both parties once the bond is established, HR must initiate the relationship as it is in the position of authority.
"The apprehension held by employees is definitely a reality every HR person has to manage," Kovach says. "There will always be apprehension by employees regardless of how many positive, constructive things we do to manage that relationship with employees. That apprehension is not constructive in any regard, so HR has to play a proactive role in managing their visibility and interaction with employees."
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