Necessary evil or strategic asset?

BY REIMAGINING ITSELF, HR CAN RECLAIM REPUTATION & BE AT THE CORE OF OUR ECONOMIC ASPIRATIONS

- M MUNEER

The recent endorsement of renaming the ministry of human resource development (HRD) the ministry of education in India reignites long-standing debates about the relevance and reputation of human resources (HR). This shift seems symbolic of the broader scepticism surrounding HR's role, mostly caricatured as bureaucratic, inefficient, and excessively self-serving.

Yet, in a country poised to become the world's third-largest economy, the debate isn't whether HR is necessary but rather how it can be reimagined to drive growth, inclusivity, and strategic transformation.

HR has long been the favourite target of workplace grievances. Over two decades ago, Fortune editor Tom Stewart provocatively argued HR should be "abolished" rather than improved. Fast forward to today, and similar criticisms persist globally, albeit in more nuanced forms. HR is accused of being excessively process-oriented, resistant to innovation, and more aligned with corporate compliance than employee advocacy.

Several surveys reveal only about 40% of Indian employees believed HR genuinely addressed their concerns.

One of the most glaring examples of this scepticism emerged in 2019 when The Atlantic highlighted HR's failure to address workplace sexual harassment adequately. Critics pointed out how HR departments keep protecting the organisation's reputation over safeguarding employees.

This concern is not theoretical—India's own history, such as the handling of harassment allegations against high-profile figures, reflects systemic flaws in workplace grievance mechanisms.