After many years working in HR I feel saddened that this function still gets the flack it does. Yet, at three recent Creative Industry events it was widely accepted how important our role is in the success and growth of businesses; one particular talk specifically said they wish they'd worked with HR far earlier in their journey, so they'd have had a far happier workforce.

So why are we so misunderstood and undervalued? And who is looking after us?

We often ponder this question at Fresh Seed and our conclusion is two fold: first that as a function we've grown from personnel to the function we are now, covering everything from employment law, to training, and psychology and, second, that we're often brought in, to fire fight when a crisis has kicked in but not earlier when we could have helped prevent that issue turning into the crisis it now has become.  When HR is brought in, in this way, we are seen as both the work police and the fire fighters, and not recognised for the work we do in sustainable growth, people development and people support. 

But this isn't the root of why we're misunderstood, and in all honesty I think that comes down to a demand for a quick fix, and someone who can take away the immediate pain but not challenge the status quo. Businesses, particularly creative ones, create fast, grow at boom rates and flux quickly.  Strategic HR is relatively new, even to HR people and perhaps to these Creative businesses there's simply a misunderstanding that we can help stabilise some of that flux instead of only being there for the worst of times. But equally when we recruit HR with fire fighting in our minds, we're always going to get people who fit that stereotype which in turn leads HR not being used to its most.  So perhaps the biggest question here should by why do HR people choose HR for a career when the function gets such a kicking?

Whatever the reasons and the issues that are out there with the function, the people operating in it need recognition and support. Who is looking after them when they take all the challenges for the company on the chin and deal with often significant employee issues whilst the rest of the business focuses on creating whatever it might be, they do? Who helps them grow when often the CIPD is woefully behind where much of the Creative Sector is going - lets just stop and consider salary benchmarking here before you wade in with your "oh do be quiets"! - and learn the special art of managing people not machines as is this sector.

And when, as a function we hear so much about individual issues, sadnesses and sometimes darknesses, what are you doing to help the people in this role avoid burnout.  Burnout in HR is a really common thing, and during the pandemic when dealing with all the uncertainty and anxiety of those times, plus the demands on us to furlough, the volume of HR people dealing with burnout was at 98%*. So how are you helping your people managing HR to avoid burnout and risk them leaving your organisation?

After years of observing the highs and the lows of HR in this industry we developed a programme to support these valuable HR people to grow, get support and manage their own wellbeing.  With the help of a few specialists we've developed something called the Don't Stand Alone Foundation. This gives HR mentoring, training, access to coaching, counselling, yoga and mindfulness specialists and allows them to breathe out & grow.  If you'd like more information about this programme let us know by getting in touch at info@freshseed.co.uk

*Forbes https://www.forbes.com/sites/jackkelly/2022/04/14/98-of-human-resources-professionals-are-burned-out-study-shows/?sh=164a03a56c02