HR must give itself and people a new sense of purpose

Is human resources (HR) as a corporate function in a coma? I often ask people across organizational hierarchies that I deal with: "When was the last time you turned to HR and felt genuinely supported or inspired?"

- SRINATH SRIDHARAN

In a world where businesses are more fast-paced and people-centric than ever before, HR seems to have strayed from its original purpose. Once seen as a vital control function in the industrial era, over-seeing workforce operations, HR has struggled to redefine itself as organizations entered the knowledge economy. In an age driven by data, connectivity and automation, HR appears to be limping along as a compliance and administrative branch rather than an impactful strategic partner.

Think about the young engineer freshly minted from a university and buzzing with ideas, or the middle manager rising up the ranks and managing a small team in the hope of leaving a mark. Both likely interact with HR mainly during onboarding, payroll issues or performance appraisals. At its best, HR is friendly and functional, but does it empower them, guide them or help them fulfil their potential? More often than not, HR's interactions are viewed as formalities, with little substance that adds value.

HR often feels like a tick-box function, focused on procedural formalities rather than meaningful support or change. Take exit interviews, for example. Despite collecting insights from departing employees, HR rarely acts on this feedback, making the exercise seem superficial and disconnected from real work. This is not to say that HR professionals do not care; indeed, many enter the field with a genuine passion for people. Yet, over time, the agenda shifts.