At the start of every disaster film there is a scene with a scientist being ignored! If you work in HR you will be able to relate to this. Having your advice ignored and then being expected to dig the manager out of the hole they have got them selves in is all to common.

I’m not saying you should always do what HR say’s after all it’s not HR’s job to make operational decisions and a good HR manager will stress they are offering advice and as a manager you can take it or leave it. Obviously if you ignore the advice and things don’t work out then you are accountable.

What some managers fail to realise is even if they follow HR’’s advice they are still accountable if things go wrong. It’s no good saying,” HR told me to do it”. Not only does that sound pathetic the fact is managers are paid to make decisions in their area of responsibility.

If this sounds a bit harsh it’s reasonable to point out that HR are specialist in their area ,  the operational manager has to balance this advice against factors like the financial impact , the consequences for performance targets, relationships with customers and partner agencies and if they are a senior manager the reaction of the board.

In my experience, as someone who has had a foot in both camps, having been at various times responsible for HR and a senior operational manager it comes down to how you phrase your approach to HR. There are those who ask can I do this and those who ask how can I achieve this?

The former are usually disappointed and frustrated and start digging a hole. The latter discover how flexible and creative their HR colleagues can be provided they are prepared to do the preparation and follow the recipe.