The True Role of Human Resources Management in Modern Organizations.

We often misunderstand the true role of Human Resources Management, frequently viewing it as the overbearing enforcer in any organization. With over 25 years of experience in this field, during which I visited more than 300 organizations across the Kingdom,I can confidently say that Human Resources Management has consistently been blamed and the primary culprit for poor performance. Personally, I don't blame them too much for a simple reason: those working in this department have either lost sight of their required role or failed to communicate it effectively within their organizations.

Human Resources Management is not a traditional department that handles specific operational tasks. Rather, it is a fundamental driver for achieving the organization's strategy, success, and sustainability. The true role of Human Resources Management lies in enhancing the efficiency of the workforce, thereby raising the efficiency of the organization as a whole and achieving optimal performance. This aligns with the Kingdom's Vision 2030, which aims to improve institutional performance and develop human capital, as we believe that people are the cornerstone of development and the foundation of national transformation. When the question of the role of human resources management is raised, the traditional answer revolves around attracting talent, building capabilities,managing performance, linking individual goals to strategic objectives,creating a motivating and safe work environment, developing leaders capable of keeping pace with technological advancements, supporting innovation, and leading change and so on, as is well known to many. In my view, all the above are merely detailed roles or tools to achieve the ultimate goal: raising organizational efficiency. To achieve this, it is not enough to simply be knowledgeable and skilled in applying the previous tools; we first need to remove several obstacles, three of which I will summarize below:

1. Isolation from business

A human resources manager cannot gain respect among colleagues, nor their confidence in his contributions, nor their cooperation and respect, unless he is technically familiar with their work. During my attendance at many international human resources conferences, attended by HR heads from the world's largest companies,I discovered that they only place in this position someone with extensive experience who has worked in every sector of the company, one after the other,throughout their career. This person must be familiar with the details, have lived through the experiences, pressures, and challenges, and understand the keys to success. Consequently, he can make sound decisions and discuss matters with his colleagues from a position of confidence because he has previously worked in each of their roles and knows how to weigh things up and get things done. In short, a successful HR manager is one whom his colleagues see as the deal successor to the CEO due to his practical experience and leadership abilities.

2. "Go to HR"

Employees often hear this phrase from their managers: "Go to HR." This creates a gap between the entire team and the HR team, portraying the HR team as an"angry policeman" who only knows the word "forbidden."

The HR leader doesn't possess a magic wand to solve every problem, convince every mindset, and please everyone. The entire management team is responsible for this when they speak with one voice, adopt a single policy with complete conviction, defend it, and disseminate it among their team members until it becomes a unified work culture. HR management only becomes effective and beneficial to the company when the direct manager becomes the primary HR manager within their team, fulfilling this role daily for at least 20% of their time. This involves listening to them, resolving their problems, building the organizational culture, providing necessary guidance and direct training, and even handling rewards and punishments, referring them to HR only in limited circumstances.

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3. Right Seat

A rally car is typically driven by two people (the actual driver in the left seat and the assistant who handles the map and controls the rest of the car's systems in the right seat). Many HR leaders err when they assume they are always entitled to the left seat, regardless of the case within the organization. An HR leader should empower each colleague to make decisions and demonstrate their leadership skills to bring out the best in their team, provided this is framed within a clear policy that ensures respect for the rights of others and adherence to the company's overall strategy. Conversely,the other party should listen to the HR leader and seek their advice to foster a collaborative relationship that benefits the company.

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