As an experienced executive coach and a passionate advocate for social justice, I’ve made it my mission to fix work.
I know, it sounds foolish.
Throughout my journey, I have chosen to work closely with HR professionals, as I see them as key change agents within organizations, capable of transforming how we work and interact. But why human resources?
The current state of work is undoubtedly broken. Income inequality plagues the system, with a lack of diversity and inclusion and an unhealthy focus on short-term gains at the expense of long-term sustainability and employee well-being. And systemic racism and discrimination persist in many workplaces, creating barriers to access and opportunities for marginalized communities.
Despite these challenges, I remain steadfast in my belief that HR professionals can be instrumental in addressing these issues and creating meaningful change. It is because human resources teams are uniquely positioned within organizations to act as subversive agents within the system and shape policies, practices, and culture.
Additionally, they can act as a bridge between employees and management, advocating for the needs and well-being of workers while helping organizations achieve their strategic goals.
How I Work with HR
In my work with HR professionals, I focus on several key areas to promote positive change:
Promoting diversity, equity, and inclusion: I help HR professionals connect with technology companies and consulting firms with evidence-based strategies and initiatives for diversity, equity, and inclusion. I am a bridge, and my focus includes improving recruitment practices, creating inclusive policies, up-leveling manager training, and addressing bias throughout the employee lifecycle.
Advocating for fair labor practices and worker well-being: I coach HR professionals in developing their voices. After all, they are implementing policies prioritizing fair wages, benefits, and working conditions. They support employee well-being and work-life balance. We need our HR professionals to feel supported, too.
Fostering a positive organizational culture: I empower HR professionals to build an environment of respect, trust, and open communication, where employees feel valued and supported.
Facilitating employee and manager development and engagement: I share best practices for providing opportunities for employees to develop their skills, advance their careers, and contribute to the organization’s success.
Here’s my disclaimer: fixing work is complex and challenging, and sometimes even I question whether HR is a suitable vector to drive change. And in a toxic or unequal system, the term “HR best practices” can have different meanings. So I take a counter-intuitive approach and emphasize transforming the HR leader to fix work.
How I Help HR Fix Work
In my work with HR professionals, we explore their personal and professional development in the context of their existing roles and constantly ask, “Are we fixing work, or are we wasting time?”
First, we acknowledge the problem. We admit the existence of toxicity or inequality within the system and make addressing these issues a priority. In my coaching practice, I encourage open discussions and create a safe space for people to share their concerns and experiences.
We’ll also create a professional development roadmap. To be respected by your leadership team, showing that you’re always learning and growing is essential. Even better is when you’re thriving and can demonstrate expertise in areas outside HR.
Then, we get to the critical work of fostering a culture of respect and inclusion. The infrastructure of great HR is creating an environment that values diversity, equity, and inclusion. You no longer have the right to work in leadership if you’re not implementing policies and practices that promote fairness, equal opportunities, and respect for everyone, regardless of their background or status. If you’re not brave enough to do this job, I’ll help you find another career.
Along the way, I empower individuals on how and when to speak up. Encouraging employees to speak up when they witness or experience toxic behavior or inequality is the challenge of a lifetime, primarily when those employees work in HR. Using technology to establish clear reporting channels and deliver consequences for those who engage in harmful behaviors is now possible. It doesn’t have to fall squarely on HR’s shoulders, especially when HR is a first-person witness.
When asked, I’ll help implement structural changes. I’ll sit with clients and review organizational structures, policies, and practices to identify areas contributing to toxicity or inequality. Then, I advise on how to make the necessary changes to create a more just and supportive environment.
Together, we measure progress. I help clients implement technology solutions that use data and metrics to track progress in addressing toxicity and inequality. From there, they can regularly evaluate the effectiveness of initiatives and make adjustments as needed.
Finally, my work promotes accountability and transparency. My job is to keep clients honest in our work together. I do not hold corporate individuals and teams accountable for their actions and behavior. Instead, I require my clients to be transparent about the steps taken to address toxicity and inequality and share progress with the entire organization.
And if we fail or the culture is too toxic, I also help them find another job.
Does Any of This Work?
My HR clients often ask me one question: Do I stay and fight or quit?
I think they are really asking, “Do I continue this career and help rebuild another broken company culture, or do I acknowledge that every job sucks and burn everything down in my personal life and scoop ice cream for a living?”
Oh wait, that’s me. I asked that question. That’s because I’ve been there. You start another HR job with high hopes, only to realize it’s the same problem with different people in leadership roles. Whether to repair or rebuild a broken system depends on the specific circumstances and the extent of the issues within the system. Sometimes, you’re at a point in your career where you can make incremental changes, and it feels alright. Other times, the problems might be so deep-rooted and pervasive that it’s not worth the emotional cost.
Here are some of the factors we use when deciding whether any of this will work in the first place.
The extent of the issues. We evaluate the scope and severity of problems within the system. If the situation is isolated or relatively minor, repairing the system might be more efficient. However, more aggressive action might be required if the issues are widespread and deeply ingrained.
Resources and timing. Rebuilding a system requires significant resources, time, and effort. I work with HR leaders to consider whether your organization has the guts to undertake a complete overhaul and whether the benefits of rebuilding outweigh the costs to your well-being.
Impact on stakeholders. Early on, we identify who has power and who is affected by toxic behaviors. Then, we consider how repairing or rebuilding the system will involve employees, customers, and other stakeholders. Rebuilding or repairing an HR function might lead to more significant improvements in the long run, but it could also cause immense emotional disruption. We calculate if it’s worth it for HR to try.
Ultimately, deciding between trying or leaving is context-dependent and should be based on carefully evaluating the situation. It is essential to weigh each approach’s potential benefits and drawbacks and consider the organization’s capacity for change and innovation.
Do I Enjoy This Work?
Come on. You know me. I’m not someone who derives much joy from their work, but I’m passionate about taking a multi-pronged approach to improving the world at large.
While HR may not be the sole solution to fixing work, HR professionals have a unique position within organizations to influence policies, practices, and culture. They can act as a bridge between employees and management, advocating for the needs and well-being of workers while helping organizations achieve their strategic goals.
I see this.
By coaching HR professionals, I contribute to a larger movement to create more just, inclusive, and compassionate workplaces. Although progress may sometimes be slow, my efforts make meaningful changes within organizations and inspire others to pursue better work environments.
There are worse ways to make money. I know because I’ve done them.
Now, I recognize that working within the existing system has limitations. But I am committed to continuing my mission to fix work by fixing HR. We can create more just and compassionate work environments by helping HR professionals become more effective change agents.
So, if you work in HR and need help, let me know. You and your workplaces are worth the investment.