If you work in HR you deal in advice. How do you convince managers to follow your advice?
It may seem that even if they do not like your advice, operational managers must accept it. You speak for the organization and ignoring your advice could leave them exposed if their actions go wrong.
Some managers, however, will view it as advice that they can either accept or reject. This is true, but it also means that they accept responsibility for the outcome of their actions. Respect them for it.
Some managers do not consult HR, because they are aware that what they plan to do will not be sanctioned. They believe it is better to ask forgiveness than permission. Which is braver or foolish? Then there are the ones who ask, “I want to do that is it okay?” The answer is probably no. They want HR to say yes, so they can cover their backs in case things go wrong. It would have been more effective to tell HR what they wanted to achieve and how to go about it.
Some people will ask each member of HR for “advice”, but in reality, they are seeking the OK to do something that is iffy. They keep going around until they receive the “advice”. When it leads to a formal complaint, they will say “well HR said it was okay”.
Most effective and successful managers develop a relationship of mutual trust and respect with HR. The most influential HR teams are those who have a good understanding of the business goals, know the managers’ perspectives and can be creative when working with people they respect and trust.
