HR myths

A lighthearted one for you all...

We've been recruiting a lot recently and a colleague in sales stated, "If we get more people in, you'll have to get a disabled person soon". He was under the impression that companies of a certain size MUST hire people with a disability. After pointing out that was totally untrue, we also had a positive conversation about disability is more than using a wheelchair...

What comments have you heard relating to HR that are totally not true?

Fake news? Fiction? Fantasy?

  • In reply to Catherine Haycock:

    Ah! So that's why mine don't work properly yet! I need to do L7 to get the full powers! That explains it
  • That we have no sense of humour!
  • That I decide who gets a payrise
    That being in HR means I'm qualified to provide counselling to employees with mental health issues
    That my employment law knowledge is not relevant because a senior manager has spent 30 seconds googling and now thinks they know better
  • That we know every employee individually and can know who a manager is referring to when they describe them as "him in the warehouse" etc.
  • In reply to Catherine Fehilly:

    And can quote their annual salary, start date etc from memory.
  • That HR professionals are the organisation's moral police. "Oh, I shouldn't say that with you here." No. You just shouldn't say it.
  • That I don't have a name. 'HR' are here... Oh, here comes 'HR'.
  • In reply to Catherine Fehilly:

    In an old job (about 300 staff) naming the staff and what team they worked in (social care) used to be my party trick. At away days (usually half of the staff in attendance), I used to be able to name everyone on each table.

    In fairness I used to see them at workshops when applying and be their contact right through to them starting etc, so not such a big skill, but it amazed people. lol

  • General employment law myths I'm always coming across - If someone works for you through an agency for 12 weeks you than have to give them a permanent contract. Everyone is entitled to 30 minutes paid lunch break.
    HR myths - we represent the employees against the employer. HR is just admin. We are responsible for all decisions on payrises, promotions, terminations, redundancies, unpopular policies.
  • I've been musing on this thread a fair bit, and I wonder if some of the reasons why people assume we are 'experts' and have influence and power that some of us don't have in our roles despite being seen as Senior in the company is partly due to the......and I don't know a more polite way to say this....smoke that gets blown up our posteriors by the CIPD itself?

    I've received many People Management magazines with headlines like "HR are the real leaders" "HR are the key drivers of organisations" "HR are the true backbone" "HR are the secret to organisation success" etc etc, if this overall message is somehow generally out there with our managers and fellow employees, is it any wonder people think we are some sort of Oracle?
  • In reply to Samantha:

    Although managers and fellow employees don't tend to receive HR specific publications so they'd be unaware of any smoke blowing.

    I think it's because managers hide behind 'HR says' as an excuse
  • In reply to Emma:

    maybe my mistake is leaving the magazines out in my office for people to flick through.....hmmm......may need to rethink that!
  • From an L&D perspective:

    "There is no issue that cannot be resolved by hurling training at it, regardless of whether said issue is due to capacity, environment, bad management, lack of leadership or just plain questionable personality traits or attitudes!!

    So axiomatic is this that, even if the initial training achieves nothing, the sensible solution is to continue to hurl slightly different types of training at the same problem.

    Training is the panacea to all organisational ills, beware of L&D professionals selling you red herrings such as:
    There was no TNA or the TNA was not worth the paper it was written on
    Individuals may be choosing not to apply their new learning
    Individuals may see no benefit in applying their new learning
    Individuals may lack the motivation to apply their new learning
    Individuals may not have the capacity to apply their new learning
    Individuals may lack support to practically apply their new learning
    Individuals may not have been told what is expected in relation to practically applying their new learning
    There may be no downside or consequences for not applying their utilising new learning

    They will be telling us that there are other ways to develop staff next!"
  • That we are the "bad cops" and the managers are the "good cops", e.g. it's never them (they are only the messenger) but HR said this, HR decided that, it's an HR policy etc.
  • In reply to Debora:

    Lol "HR told me to do it"