Human resources is a company's most critical department, frequently coordinating with all other divisions. No one is perfect, and we cannot demand flawlessness from HR managers. However, certain behaviors or personality traits are incompatible with this role. First shortcoming: Overestimating their role Some frontline managers and employees view HR management as merely handling miscellaneous tasks like recruitment and personnel files.Later, HR departments were established with directors hired—a group of refined "intellectuals" who immediately launched into grand discussions of strategy, declaring their intent to become strategic partners in corporate development. Strategy was thrown around left and right. Before anyone could grasp this shift, they began extolling corporate culture, positioning HR as its champion and spokesperson. Then came the claim that HR would serve as the company's internal consulting advisors.Then came the claim that they would serve as management assistants to frontline managers.
From strategic partners and cultural ambassadors to consultants and management assistants, operational staff couldn't help but wonder: "What exactly do those HR folks do? They're practically a bunch of mystical beings!"
Second shortcoming:Pen-pushing
Most managers in the company come from operational backgrounds, lacking basic management training. They mostly rely on experience and intuition, working tirelessly from dawn till dusk, running around nonstop without even a moment to catch their breath. Yet HR folks love to write lengthy treatises whenever they get the chance, churning out documents every other day—often bulky tomes of over ten pages. Who has time to read that?By year's end, HR has produced a towering stack of documents, yet employees may have glanced at them without retaining a single detail when asked.
Third shortcoming: Obsession with grandstanding
Employees report that HR leadership frequently uses meetings to expound on grand concepts and rally support. While these sessions are visually impressive and emotionally charged, concrete actions rarely follow, and tangible results are even scarcer. This creates an impression of "all thunder and no rain"—much fanfare with little substance, starting strong but fading quickly.The HR department's penchant for grandstanding may kick off initiatives with great fanfare, but if execution falters and implementation stalls, employees' heightened expectations only lead to deeper disappointment. HR work must transcend mere emotional appeal; it must genuinely convey and foster genuine connection.
Fourth shortcoming: Self-importance
This stems directly from the first flaw—once HR positions itself as the company's strategic partner, cultural ambassador, and consulting advisor, it becomes overly self-important. Trapped within an ivory tower built from trendy management concepts, it formulates measures and plans detached from reality, pursuing idealism and acting independently. From business managers to ordinary employees, no one buys into it.The result is inevitably a solo performance, where the music is too highbrow to find an audience.