{"id":363390,"date":"2025-04-18T09:32:20","date_gmt":"2025-04-18T13:32:20","guid":{"rendered":"https:\/\/chiefexecutive.net\/?p=363390"},"modified":"2025-04-18T09:32:22","modified_gmt":"2025-04-18T13:32:22","slug":"hr-isnt-broken-but-leadership-must-restore-trust","status":"publish","type":"post","link":"https:\/\/chiefexecutive.net\/hr-isnt-broken-but-leadership-must-restore-trust\/","title":{"rendered":"HR Isn\u2019t Broken\u2014But Leadership Must Restore Trust\u00a0"},"content":{"rendered":"\n

Every week, I open my inbox to emails with subject lines like \u201cHow to handle toxic employees\u201d or \u201cDealing with energy-sucking coworkers.\u201d Each one leaves me frustrated\u2014not because the issues aren\u2019t real, but because the language alone reveals a bigger problem. <\/p>\n\n\n\n

Only 40 percent of leaders<\/a> reported having high-quality leadership in their organizations in 2023\u2014a sharp 17 percent decline over the previous two years and the largest drop in a decade. At the same time, employees increasingly view HR as a function<\/a> that serves the company\u2019s interests rather than their own. Together, these trends paint a troubling picture: Workplaces are losing trust, and both HR and leadership are bearing the brunt of the blame.\u00a0<\/p>\n\n\n\n

When leaders focus on \u201ctoxic employees,\u201d they\u2019re often looking for someone to blame. What I\u2019ve learned over the years is that most workplace dysfunction isn\u2019t about individual employees\u2014it\u2019s about broken systems, unclear expectations or environments that lack trust. And these issues can\u2019t be solved by HR alone. <\/p>\n\n\n\n

HR professionals are stretched thin, caught between supporting people and managing the ever-present risks of compliance. Employees, meanwhile, feel abandoned, believing HR exists more to protect the company than to advocate for them. This dynamic creates a vicious cycle: Leaders blame HR for being unhelpful, employees lose trust in HR and nothing meaningful gets fixed.\u00a0<\/p>\n\n\n\n

But it doesn\u2019t have to be this way. Leaders who build collaborative relationships with HR and managers\u2014not as enforcers but as partners\u2014can create workplaces where trust, accountability and innovation thrive.\u00a0<\/p>\n\n\n\n

The real problem with HR: A culture of blame\u00a0<\/h4>\n\n\n\n

Over the years, I\u2019ve noticed a troubling pattern: Leaders often rely on HR to make tough calls, only to turn around and blame HR when things don\u2019t go as planned. <\/p>\n\n\n\n

I\u2019ve heard it all: \u201cHR won\u2019t let me do this,\u201d \u201cHR made me terminate that employee,\u201d or \u201cHR\u2019s policies are getting in the way.\u201d In reality, many of these frustrations stem from leaders abdicating responsibility for their own decisions. Rather than stepping up to address challenges directly, they lean on HR to be the enforcer\u2014and then resent HR for it. <\/p>\n\n\n\n

HR professionals feel this pressure acutely. Many want to be strategic partners, helping leaders and teams succeed. Instead, they\u2019re often reduced to being the \u201cbad cop,\u201d managing risks and enforcing policies without the support they need to focus on people and culture. <\/p>\n\n\n\n

This culture of blame erodes trust across the board. Employees see HR as out of touch. HR feels stuck in a reactive role. And leaders, frustrated with both, lose sight of their own accountability. <\/p>\n\n\n\n

Why \u2018toxic employees\u2019 aren\u2019t the real issue\u00a0<\/h4>\n\n\n\n

When leaders ask me how to deal with \u201ctoxic employees,\u201d I always ask them to pause and reflect. Have you considered what might be driving that behavior? Are you creating an environment where people feel supported, heard and empowered to do their best work?\u00a0<\/p>\n\n\n\n

In my experience, what we call \u201ctoxic\u201d behavior is actually a symptom of a larger problem. Maybe the employee hasn\u2019t received feedback or training. Maybe they\u2019re responding to unclear expectations or feeling undervalued. Or maybe they\u2019re simply struggling in a role that doesn\u2019t match their strengths. <\/p>\n\n\n\n

The idea of toxic employees is widespread. The American Psychological Association<\/a> found that 19 percent of workers would describe their workplace as toxic. Even more striking, employees in these environments are more than three times as likely to experience harm to their mental health compared to those in healthier workplaces.\u00a0<\/p>\n\n\n\n

This data confirms what I see all too often: What\u2019s perceived as \u201ctoxic\u201d behavior usually reflects a toxic environment, not a toxic person. Labeling someone as \u201ctoxic\u201d might feel like the easiest solution, but it rarely addresses the root cause. Instead, it perpetuates a blame cycle that keeps teams stuck. True leadership means staying curious, asking the hard questions and committing to fixing systems\u2014not scapegoating individuals.\u00a0<\/p>\n\n\n\n

Leaders as partners: Building collaboration with HR and managers\u00a0<\/h4>\n\n\n\n

The good news is that leaders have the power to break this cycle. By fostering stronger collaboration with HR and managers, leaders can create an aligned approach to people strategy\u2014one that restores trust and empowers everyone to succeed. Here are some strategies I\u2019ve seen work: <\/p>\n\n\n\n

1. Rebuild trust in HR.<\/strong> <\/p>\n\n\n\n

Too many leaders see HR as a roadblock instead of a resource. If you\u2019ve ever assumed your HR team is \u201cmaking your life harder,\u201d take a moment to check that mindset. Go have a real conversation. Ask questions. Get to know their perspective. At its best, HR is a partner that can help you navigate tough decisions and think strategically about your team\u2019s needs. But trust starts with leaders taking the initiative to build those relationships. <\/p>\n\n\n\n

2. Empower managers as leaders.<\/strong> <\/p>\n\n\n\n

Managers are the first line of defense when it comes to workplace culture. Yet, they\u2019re often underprepared to handle challenges effectively. Leaders need to invest in manager training and development \u2014not just on processes, but on emotional intelligence, communication and conflict resolution.\u00a0<\/p>\n\n\n\n

For example, at a large trucking and logistics company I work with, HR serves as a coach and advisor to managers. When a manager faces a tough decision\u2014like whether to let an employee go\u2014HR doesn\u2019t take over. Instead, they facilitate a deeper conversation: What\u2019s the root cause of the issue? What\u2019s the best outcome for everyone involved? Ultimately, the manager owns the decision, with HR providing guidance along the way. This approach not only builds managers\u2019 confidence, but also reinforces their accountability. <\/p>\n\n\n\n

3. Break down silos.<\/strong> <\/p>\n\n\n\n

Leaders, managers and HR often operate in silos, which leads to misaligned goals and conflicting priorities. To fix this, I recommend creating opportunities for cross-functional collaboration. Invite HR to spend time in other departments and encourage leaders to share challenges openly. Encourage your team to learn more about HR\u2019s role. The more connected these groups are, the more proactive and aligned your people strategy will become. <\/p>\n\n\n\n

A new mindset for leadership<\/strong> <\/p>\n\n\n\n

If you want to restore trust in your organization, start by looking inward. Ask yourself: Am I assuming the worst about HR? Am I taking responsibility for my team\u2019s culture, or am I looking for someone to blame? <\/p>\n\n\n\n

Leadership isn\u2019t about having all the answers. It\u2019s about staying curious, building connections and facilitating an environment where everyone feels supported to do their best work. When leaders, HR and managers work together as partners, the possibilities are endless.\u00a0<\/p>\n\n\n\n

Frustrations with HR may be real, but they\u2019re not the end of the story. By stepping up as leaders, we can create workplaces where trust and collaboration thrive\u2014together. <\/p>\n","protected":false},"excerpt":{"rendered":"

Most workplace dysfunction isn\u2019t about individual employees\u2014it\u2019s about broken systems, unclear expectations or environments that lack trust. And these issues can\u2019t be solved by HR alone.\u00a0<\/p>\n","protected":false},"author":13251,"featured_media":363393,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_oasis_is_in_workflow":0,"_oasis_original":0,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":"","_links_to":"","_links_to_target":""},"categories":[871,879],"tags":[],"class_list":["post-363390","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadershipmanagement","category-strategy-2"],"acf":[],"yoast_head":"\nHR Isn\u2019t Broken\u2014But Leadership Must Restore Trust\u00a0<\/title>\n<meta name=\"description\" content=\"Most workplace dysfunction isn\u2019t about individual employees\u2014it\u2019s about broken systems, unclear expectations or environments that lack trust. 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