Why HR Managers Are Blamed by Business Units: A Sri Lankan Perspective

 

Introduction

In Sri Lankan businesses, Human Resource (HR) managers often face criticism from other business units, a situation echoed globally but amplified locally due to unique cultural and economic factors. This disconnect between HR and business units arises from perceived inefficiencies and misunderstandings about HR’s strategic role, especially as HR functions evolve in the modern workplace (Armstrong & Taylor, 2020).

Inconsistency with Business Objectives One common grievance is that HR practices seem misaligned with the business objectives of other departments. In Sri Lanka, where many companies prioritize operational efficiency and cost-effectiveness, HR policies are sometimes viewed as overly administrative or detached from core business needs (Dessler, 2023). For instance, business units may view compliance-focused recruitment policies as obstacles to hiring quickly, especially in fast-paced industries like manufacturing and IT. HR managers, therefore, focus on compliance to avoid being taken to court, an aspect not always welcomed by business teams (Jackson et al., 2022).

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Bureaucratic Processes and Delays

Another source of frustration is the structured processes of HR, partly because many Sri Lankan companies are used to making fast decisions.

HR policies, hence, become characterized by multi-step recruitment and extensive performance appraisals, which may be slow and inflexible, causing delays in operational momentum. As illustrated by the example in sectors like retail or logistics, managers might feel that the time taken by HR to finalize hires or approve promotions affects their productivity, therefore straining their relationship with HR (Robbins & Coulter, 2021).

Lack of Appreciation of Departmental Needs

A gap in culture also persists between HR and other departments in Sri Lanka. Many business units believe that HR lacks a practical understanding of their specific operational challenges and regard HR managers as "outsiders" to the business core. For example, sales managers might feel that HR does not appreciate the pressures of the target-driven role, which results in a lack of satisfaction with the contribution from HR toward the performance management systems (Ulrich et al., 2019).

Final Thoughts

Addressing the blame placed on HR managers in Sri Lanka requires a shift towards proactive and strategic HR practices. For HR to be seen as an integral partner, it must actively align with organizational goals through strategic workforce planning and by embedding itself within each business unit to fully understand unique departmental needs. Emphasizing competency models and creating flexible, responsive HR processes can mitigate misunderstandings about HR’s role. By evolving towards an agile HR framework that prioritizes employee engagement, efficient talent acquisition, and departmental collaboration, HR can enhance its perceived value and reduce friction with business units, ultimately contributing to a cohesive and high-performing organization.

References

• Armstrong, M., & Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice. 15th ed. Kogan Page, pp. 145-146.

• Dessler, G. (2023). Human Resource Management. 17th ed. Pearson Education, pp. 78-79.

• Jackson, S. E., Schuler, R. S., & Werner, S. (2022). Managing Human Resources. 13th ed. Oxford University Press, pp. 90-92.

• Robbins, S. P., & Coulter, M. (2021). Management. 15th ed. Pearson Education, pp. 123-124.

• Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. (2019). HR from the Outside In: Six Competencies for the Future of Human Resources. McGraw-Hill Education, pp. 64-65.