Over the last few weeks I’ve written about the need to bring people back into the workplace and to find a new balance of flexibility. There are countless reasons why this makes sense, which I won’t repeat again, but you can read some of them here and here. Last week the same calls were made first by the CBI and then by the UK Government. Cue outrage from the normal quarters within the people profession, busy munching on their homemade granola.
Whilst the arguments for a gradual return to the workplace span all job types, for those in the HR profession there are particular concerns, which makes it doubly ironic that many in the ranks are championing their own demise. Once again, we have drunk the proverbial Kool Aid and not stopped to think through the implications of the arguments that we make.
Lets start with the administration that forms part of every HR function, no matter how we try to streamline it or remove it altogether. People need to get paid have changes made, get issued contracts, have records kept and a whole host of other activities. The arguments for systematization will only become stronger with teams absent from sight and if people are really necessary, why pay the higher wages of the UK when the work can be outsourced to other parts of the world? What difference does it make if the process is standardised and the only connection is digital?
Then we have the other aspects of the work that we do. If we are learning remotely, then why not buy the content in, we can digitalise the whole process allowing subject matter expects to buy directly in from providers, no need for costly intermediaries who only interact with the business online. Delivery can be recorded by and consumed at the time and need of the individual regardless of the business that they’re in. What value does the internal recruiter have, when interviews are scheduled by Zoom, following an advert automatically placed on a job board and they’ve never met the hiring manager?
The argument around widespread homeworking assumes that the value that we perceive we can add in this way is matched by the value of those that employ us. That’s a dangerous assumption to make and one that has, over the years, consistently shown to be mismatched. Our job now is to build on the fantastic work that HR professionals have delivered over the last six months, to demonstrate our knowledge of the broader societal and economic impact of organisations and work and to articulate the importance of culture and shared values. The overwhelming evidence is that this prospers better in person than online, we can choose to champion that agenda or to slip backwards at our peril.