Eliminating Risk is What HR Does, Even If It Doesn’t Always Feel Right

I harp on my peers when I speak about our role as HR Pros.

I tell HR Pros it is not our job to eliminate risk; it’s our job to advise about risk, then let our executives make choices based on that perceived risk, with our influence.

It sounds really good when I say it live! It sounds thought provoking and wise. People, take notes.

I might be wrong about all of it, though.

Personalizing the positive, delegating the negative

Daniel Crosby, Ph.D. wrote a post over on LinkedIn called You Are Not a Snowflake were he cited a study done by Cook College that explored unrealistic optimism. Here’s some of it:

Cook College performed a study in which people were asked to rate the likelihood that a number of positive events (e.g., win the lottery, marry for life) and negative events (e.g., die of cancer, get divorced) would impact their lives. What they found was hardly surprising — participants overestimated the likelihood of positive events by 15 percent and underestimated the probability of negative events by 20 percent.

What this tells us is that we tend to personalize the positive and delegate the dangerous. I might win the lottery; she might die of cancer. We might live happily ever after; they might get divorced. We understand that bad things happen, but in service of living a happy life, we tend to think about those things in the abstract.”

How executives make risky decisions

Knowing this, it now makes me uneasy to let our executives just go off and make decisions on risk!

HR Pro: “Well, you know if we fire Ken, he’s probably going to sue us and we’ll lose.”

Executive: “Let’s go ahead with it.” (In their mind thinking “We won’t get sued, that’s only other companies who treat their employees like crap. We’re great.” )

HR Pro: “Are you sure!? From my experience we are definitely going to be hanging out there on this one.”

Executive:Yes, I’m sure. Shoot Ken!” (Again thinking, “Ken will probably thank us for finally put him out of his misery.”)

Why we can make bad decisions over time

That is just one silly example. We constantly mitigate risk in HR. On a daily basis we are making decisions based on positive and negative outcomes.

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If we know we are predisposed to believe the positive is more likely going to happen, when statistically speaking it won’t more than the negative, and we are predisposed to believe negative things won’t happen when they are likely more than we believe, we are really making some bad decisions over time!

I’m a very confident person. I’m also decisive. This makes this concept very concerning to me!

I like to believe in positive outcomes. I don’t believe bad stuff will happen, or if it does, I’ll be able to conquer it!

Get ready to get bitten a time or two

So HR pros, forget what I tell you. Stop risk in all manners that you can in your organization! Don’t advise. Mitigate!

If you’re anything like me, you’ve probably already had this come back and bite you a time or two. Also, know you won’t be very well liked taking this course of action, but that’s something else I like to advise to HR pros which is probably wrong…

This was originally published on Tim Sackett’s blog, The Tim Sackett Project.

Tim Sackett, MS, SPHR is executive vice president of HRU Technical Resources, a contingent staffing firm in Lansing, MI. Tim has 20 years of HR and talent background split evenly between corporate HR gigs among the Fortune 500 and the HR vendor community ? so he gets it from both sides of the desk. A frequent contributor to the talent blog Fistful of Talent, Tim also speaks at many HR conferences and events. Contact him here.

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