How an Old School HR Professional is Learning to be New Again

By Theresa Doyle, VP Programs

JOURNEY TO THE HR PAST 

In 1995, I began my public sector human resources career in my local school district in southern California. Despite my initial aspiration to be a teacher, I opted to apply for a Personnel Clerk role due to the minimal degree requirements and better pay than the role I held at the time as an Elementary School Secretary.

To my surprise I was one of   the top three candidates and the personnel rules of the school district compelled the HR Director to choose from that pool of candidates. After starting in the role, the HR Director revealed that my selection was strategic on his part to get to a candidate that was in rank 4. There were two vacancies, and he could not access his desired candidate unless he hired someone from the group I was in. This revelation shattered my expectations of what this role would be like for me.

My tenure in HR proved challenging as I disagreed with the director’s leadership style. Unlike my passion for teaching and sharing knowledge, old-school HR focused on power rather than employee well-being. Despite this mismatch, this experience marked my introduction into the world of HR.

You may be thinking, if this were my experience, why would I stay in it? I stayed because at my core I am a helper and I saw this as my chance to be the teacher I had always dreamed of being. I could teach employees about their rights and help them understand the complexities of those rights, because employees were not aware of what they were entitled to under their collective bargaining agreements (CBA), or MOUs for my municipality peeps, they had never even heard of the personnel rules or even which took precedence. I would be able to change how HR was viewed in the eyes of employees, so began my journey into my new profession.

In the past, traditional human resources often lacked a warm and supportive approach towards employees. Human Resources professionals were not focused on informing individuals about their rights or guiding them through the processes; employees had to navigate these aspects on their own. The power dynamic heavily favored HR, creating an intimidating environment with complex paperwork, forms, and multiple processes for both employees and HR staff.

Learning the ropes in human resources was challenging, as questioning superiors was not encouraged. Success often depended on gaining favor from a senior colleague who would mentor you in areas such as recruitment, accommodations, or labor relations. Deviating from established processes meant starting over, with the risk of facing stern lectures from the HR Director about potential termination, irrespective of tenure or status within the organization.

PRESENT DAY HR

I remember the days when HR had to be ruthless and fight for a seat at the table.    Now we have that seat, often strategically placed right next to the city manager, superintendent or other public sector leader, and is viewed as a valued business partner along with other executives that are relied on for sound organizational, legal and cultural advice to help the agency move forward and evolve with the ever-changing times. 

The Pandemic, for all the headaches it caused HR (and there are great memes out there…)  was a great example of leadership relying on HR to guide them during a time of crisis and relying on their professional capabilities - looking to HR professionals to take the lead to help them navigate that unknown landscape, figuring out who was essential to maintain operations, how to collaborate with other departments to work remotely, how to ensure that when our employees were remote too long that their mental health was intact, stay on top of ever changing legislation, and then how to safely bring our employees back inhouse when the pandemic was declared over, all while trying to navigate our own day-to-day sanity.   I am appreciative that this situation unfolded within the context of our evolving human resources landscape, characterized by a more progressive mindset. I often refer to this as the era of 'new school' human resources, where our approach is aligned with contemporary practices and values.

What exactly is the difference between old school human resources vs. new school human resources? Great question. Here is how I view the differences between the two from my vantage point and my firsthand experiences.

 HR TRENDS OF THE FUTURE

It has taken hard work, self-development, and time to evolve as a human resources professional for this Gen Xer who was raised in the HR world by old school HR leaders to be able to understand the new generations working but as a leader, we must continuously learn to grow and adapt.  

There are currently five generations in the workplace today: Traditionalists or Silent Generation, Baby Boomers, Gen X, Millennials and Gen Z and the old school HR way of thinking does not work anymore. Millennials and Gen Z employees currently compose approximately 68% of the nation’s workforce according to Purdue Global University statistics. These employees are looking for transparency when it comes to their work environment. They ask questions and expect answers. They want to know the why and they want to work for an agency that stands for something and participates in doing good for the community – simply stated they want PURPOSE. Stating the purpose of your agency should be at the top of your list of things you highlight when recruiting new team members.

Employee-centered leadership and hiring is the landscape of human resources future. Leaders are hiring for talent, empowering them to do the work they hired them to do and then getting out of the way. These agencies celebrate creativity and risk-taking as opportunities to innovate and learn. They also foster inclusion and belonging as part of the culture and HR is at the center of building the culture of the organization. Human resources have come a long way from, but there is always room to grow and ways to build on the good work of past HR professionals.

One area that public agencies are progressively moving beyond in human resources is the traditional reliance on minimum qualifications listed in job descriptions. Instead, there is a growing emphasis on evaluating candidates based on their suitability and skill set, fostering a more dynamic and inclusive approach to recruitment. If you are currently in a public sector agency, minimum qualifications are the comfort zone, and you are wondering “how will I know if this candidate qualifies for the position? How will I defend this hire if another candidate challenges me?” You also might have to convince current leadership to move away from the safety net of minimum qualifications and start thinking outside their current comfort zone to find the right candidate that fits the culture of the agency. The answers to these questions might be that not every position can move away from minimum qualifications, but the agency can start with entry-level positions not having these requirements. HR professionals will need to find the right fit for their agency, keeping in mind being consistent so they can defend the process.  

What else does the future hold for HR? According to a recent article in Forbes Magazine, “The Future of HR: An Introspection Guide for HR Leaders”) advancements and challenges, shifts in workforce demographics and compositions, as well as political, social, economic, and environmental developments. Rozen, J. (2023, November 10). The Future of HR: An Introspection Guide for HR Leaders. Forbes.

Technological advances include the use of AI. This modern technology is especially useful in multiple aspects of HR such as creating interview questions, drafting job descriptions, and recruitment flyers. I continue growing and learning as I was recently introduced to the wonders of AI and in case you are wondering it might have helped with drafting a paragraph or two in this article. The possibilities of AI in HR are endless. I encourage everyone to try it in at least one area of human resources duties.

I am sincerely grateful for the invaluable lessons imparted by the old school human resources leaders who served as mentors during my professional journey. Their guidance instilled in me a strong work ethic, emphasizing the importance of understanding MOUs, and personnel rules thoroughly. They taught me the significance of preparation for meetings, the value of being accessible to others, and the necessity of showing respect.

In embracing the transition to new school human resources, I have recognized the need to stay abreast of technological advancements, an area, where I, as a Gen X, am actively working to adapt. While I may find myself on the border of being vintage, I remain committed to integrating the enduring principles instilled by my mentors with the evolving demands of the contemporary HR landscape.

As a HR leader and mentor to the next generation of HR professionals, I would like to impart these words of wisdom:

• Always be transparent as much as possible.
• Always be kind, this means having tough conversations in a kind way.
• Always allow the employee dignity and respect when they are leaving the organization, even if it is under difficult circumstances.
• Always treat everyone you meet with respect.
• Always be a good listener.
• Always keep up with workplace trends and technology, even if it is hard. IT loves food, bring them snacks and they will help you.
• Never, never be too busy for anyone who comes to your door asking for help. You never know the courage it took them to get there.
• Always keep your word.

I am proud to say I have come a long way from 1995 and the start of my HR journey and I do still struggle with the newer concepts like hybrid work schedules and remote working, but that is because my personal preference is to be in the office. I do see the value in those two schedules as far as recruitment purposes and I do continue to champion them with my leadership. I also hope to be around to see what the next round of human resources professionals introduces for the betterment of the workforce. 

If you are interested in learning more tips on navigating culture and talent attraction in today’s workplace environment, join us for an in-person learning event on March 14, 2024, at City of Upland, as Bob Lavigna, Senior Fellow with UKG helps us tackle the ever-changing and demanding landscape of the workforce. Register at the link below:

“Becoming a Great Place to Work in the New World of Work”